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19 BUDGETARY CONTROL
Budgeting is used by businesses as a method of financial planning for the
future. Budgets are prepared for main areas of the business – purchases,
sales, production, labour, debtors, creditors, cash – and provide detailed
plans of the business for the next three, six or twelve months. The focus of
this chapter is the cash budget.
In this chapter we shall be examining:
• the benefits of budgets and budgetary control
• the limitations of budgets and budgetary control
• the preparation and use of cash budgets
I NTRODUCTION TO B UDGETS
Businesses need to plan for the future. In large businesses such planning is very formal while, for
smaller businesses, it will be less formal. Planning for the future falls into three time scales:
• long-term: from about three years up to, sometimes, as far as twenty years ahead
• medium-term: one to three years ahead
• short-term: for the next year
Clearly, planning for these different time scales needs different approaches: the further on in time, the
less detailed are the plans. In the medium and longer term, a business will establish broad business
objectives. Such objectives do not have to be formally written down, although in a large business
they are likely to be. In smaller businesses, objectives will certainly be considered and discussed by
the owners or managers. Planning takes note of these broader business objectives and sets out how
these are to be achieved in the form of detailed plans known as budgets.
In this chapter we are concerned with planning for the more immediate future, ie the next financial
year.
budgeting and budgetary control 363
W HAT IS A B UDGET ?
Budgets provide benefits both for the business, and also for its managers and other staff:
BUDGET FIGURES
Whilst most businesses will benefit from the use of budgets, there are a number of limitations of
budgets to be aware of:
Budgets are planned for specific sections of the business: these budgets can then be controlled by a
budget holder, who may be the manager or supervisor of the specific section. Such budgets include:
• purchases budget – what the business needs to buy to make/supply the goods it expects to sell
• sales budget – what the business expects to sell
• production budget – how the business will make/supply the goods it expects to sell
• labour budget – the cost of employing the people who will make/supply the goods
• debtor budget – how much the business will receive from credit sales
• creditor budget – how much the business will pay for credit purchases
• cash budget – how much money will be flowing in and out of the bank account
The end result of the budgeting process is often the production of a master budget, which takes the
form of forecast operating statements – forecast trading and profit and loss account – and forecast
balance sheet. The master budget is the ‘master plan’ which shows how all the other budgets ‘work
together’.
Note that, in this chapter, we focus our attention on the cash budget; you will examine the other
budgets, including the master budget, if you go on to study A2 Accounting.
366 AS Accounting for AQA
B UDGETARY X LANNING
Many large businesses take a highly formal view of planning the budget and make use of:
• a budget manual, which provides a set of guidelines as to who is involved with the budgetary
planning and control process, and how the process is to be conducted
• a budget committee, which organises the process of budgetary planning and control; this
committee brings together representatives from the main functions of the business –
eg production, sales, administration – and is headed by a budget co-ordinator whose job is to
administer and oversee the activities of the committee
In smaller businesses, the process of planning the budget may be rather more informal, with the
owner or manager overseeing and budgeting for all the business functions.
Whatever the size of the business it is important, though, that the planning process begins well before
the start of the budget period; this then gives time for budgets to be prepared, reviewed, redrafted,
and reviewed again before being finally agreed and submitted to the directors or owners for approval.
For example, the planning process for a budget which is to start on 1 January might commence in the
previous June, as follows:
• June Budget committee meets to plan next year’s budgets
• July First draft of budgets prepared
• August Review of draft budgets
• September Draft budgets amended in light of review
• October Further review and redrafting to final version
• November Budgets submitted to directors or owners for approval
• December Budgets for next year circulated to managers
• January Budget period commences
C ASH B UDGET
A cash budget sets out the expected cash/bank receipts and payments, usually on a month-
by-month basis, for the next three, six or twelve months, in order to show the estimated
bank balance at the end of each month throughout the period.
From the cash budget, the managers of a business can decide what action to take when a surplus of
cash is shown to be available or, as is more likely, when a bank overdraft needs to be arranged.
Name ................................................Cash Budget for the .................. months ending ..................... .........
Payments
eg to creditors 160 165 170 170
expenses 50 50 50 60
fixed assets 50
Total payments for month (B) 210 265 220 230
Remember that the cash budget, as its name suggests, deals only in cash/bank transactions; thus
non-cash items, such as depreciation, are never shown. Where cash discounts are allowed or
received, only the actual amount of money expected to be received or paid is recorded. Similarly,
where a business incurs bad debts, only the amount of money expected to be received from good
debtors is recorded in the cash budget.
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