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Order on approval of the budget of the organization sample. Budget Process: Approval Orders and Drafting Forms

Any company implementing budgeting must develop a regulation that establishes the rules for budget management for all departments, and, if necessary, extend it to new structures. Consider general principles the development of such regulations, as well as the approaches of various specialists to this issue.

The budget regulation is a set of intra-company documents and orders that describe budgeting in an enterprise. In many Russian companies, it is replaced by an order, which fixes the terms for compiling, approving and analyzing budget documents, and a collection of templates for such documents. The rest of the rules (the list of responsible persons, the procedure for analyzing budgets, etc.) that determine the budget process are agreed orally. However, with this approach, it is quite difficult to bring new employees up to date, monitor compliance with established rules(management has no grounds for formal penalties from non-executive employees), etc. Therefore, most budgeting experts recommend developing regulations for the budget process.

An example of a budget regulation

In OJSC "Optima"(Moscow) regulations include:

Regulations on budget planning and annexes that contain the forms of budget documents used in the company (budget reports, requests for payment, etc.), as well as diagrams of the processes for compiling and approving budgets, a list of monthly, quarterly and annual budgets and those responsible for their formation ;
Regulations on staff motivation;
Regulations on the order of operational financial planning and execution of payments;
Regulations on the Budget Committee.

An example of the structure of the budget planning regulation

Goals and objectives of the budget planning of the company.
The procedure for the formation of budgets.
Composition of participants in the budget process: from the head of the budget committee to the heads of all departments that make requests for expenses.
Functions and responsibilities of persons participating in the budget process.
The rights of participants in the budget process (the list of fields (documents) of the budget that are filled in by the participant in the process, the procedure for checking the completion and adjustment of these fields (documents), the rights to approve budget documents).
The procedure and methodology for reviewing and adjusting budgets in case of significant deviations of planned indicators from actual ones.
Analysis of budget execution.
The procedure for approving the report on budget execution.

Contributed by Vladimir Novikov, Project Manager at Neumark

Elements of the budget regulation

General rules of budgetary activity. It is necessary to determine the goals for which budgeting will be introduced, as well as targets, taking into account which revenue and expenditure items of budgets are formed. This is done in order to establish the rules for generating reports on the work of the company, as well as the procedure for analyzing and adjusting budgets.

Description of responsibility centers. The description should contain the principles for dividing responsibility centers into CFD, CFU and cost centers, the forms of plans and annual reports that each center submits, as well as the rules for consolidating these documents into corporate reporting.

Definition of the budget period. The budget period is the period for which the main financial budgets are drawn up. Due to the difficulties that arise when collecting and submitting reports, including management reports, most Russian companies have a budget period of one quarter, but both practitioners and consultants consider a monthly budget to be the optimal period. Enterprises with a developed management system make budgets on a monthly basis (or every four weeks). The medium-term budget is formed for a year, less often - for three and five years.

Together with the budget period, the budget cycle is also established - the period after which planned and actual indicators are compared and subsequent budgets are adjusted. For example, if a company has an annual plan with a monthly breakdown, then variance adjustments can be made quarterly. This is done not only to improve the accuracy of the forecast, but also to determine how the company's result is influenced by individual factors, such as the work of employees, and the market as a whole. So, if there is a favorable market situation, the increase in sales for the quarter will be associated primarily with this factor, and not with the efforts of sales managers, and, therefore, higher returns can be required from sellers in the future.

Drawing up a budget schedule. It is necessary to determine in the regulations the terms of development, coordination, approval, consolidation and analysis of budgets of all levels. These terms should be sufficient for the formation of budget documents and their approval by the budget committee of the company. Responsible persons are appointed for each stage of the budget process, from the preparation to the approval of budget documents.

Analysis of execution and rules for adjusting budgets. Methods and terms for analyzing budget execution should be approved, the procedure for adjusting budget documents should be regulated, and a list of employees responsible for the analysis should be determined. The methodology may contain rules for analyzing deviations of actual indicators from planned ones, analyzing the structure of production and the dynamics of product sales, etc.

The procedure for motivating staff depending on budget indicators. This part of the regulation does not exist in all companies, but many experts consider it almost the main one, since it links budget execution with the remuneration of specific employees of the company.

Example. Position on budget planning of JSC "Optima" (fragment)

3. Approved targets

3.1. Target indicators determine in quantitative and cost terms the goals that shareholders set for the executive management of the enterprise for the coming year. In relation to these target indicators, the income and cost structure of the enterprise are planned and the necessary management decisions.

3.2. Target indicators are formulated in writing and communicated to the heads of services and departments in the Order on the development of the budget for the coming year. Targets include:

sales volume by products in natural terms;
net income from sales (net of discounts and VAT) by shipment method;
share of labor costs and average headcount by category;
the size of the repair fund and the repair plan in order of priority;
the structure of overhead costs for individual items;
net profit and profitability equity;
parameters of distribution of net profit (for dividends, investments, funds social development, incentives for executive management, etc.).

5. The procedure for preparing and approving the budget of the enterprise

5.1. CEO no later than 80 days before the start of the planning period by order on the enterprise brings to the heads of services and departments the targets for the coming year.

5.2. Not later than 70 days before the start of the planning period Commercial Director based on the approved target indicators, develops and submits for approval to the economic department the Forecast of sales and receipts from customers.

5.3. Heads of divisions - responsibility centers on the basis of production plans and standards, using additional data on the costs of subordinate divisions and contracts with suppliers and contractors, etc., develop draft budgets of divisions and submit them for approval to the economic department no later than 30 days before the beginning of the planned year.

5.4. Economic department on the basis of the agreed budgets of divisions - responsibility centers and the sales budget, develops a draft budget of the enterprise, prepares an explanatory note for it and submits it for review to the members of the Budget Committee two days before the next meeting.

5.5. The Budget Committee considers the draft Budget of the enterprise and the Budgets of individual divisions - responsibility centers. The Budget Committee makes recommendations on adjusting budget indicators, on the basis of which changes are made to the budgets of divisions, within five days.

5.6. The final version of the Enterprise Budget must be submitted to the Board of Directors for approval. not later than 15 days before the beginning of the planned year.

7. Budgets of divisions - responsibility centers and the procedure for their formation

7.2. The structural unit of the enterprise acts as the center of responsibility, the head of which is empowered to make decisions on the use of enterprise resources (material, labor, financial) and is responsible for the implementation of established plans and benchmarks. The list of responsibility centers and the composition of planning and control indicators assigned to each of the divisions are determined by the decision of the General Director at the proposal of the Budget Committee.

10. Budget execution reports

10.1. Report on the execution of the budget of the movement Money compiled by the finance department on a daily/weekly basis and submitted to the CEO, director of economics and finance, head of the economic department on the morning of the next day/Monday. The report contains planned and actual indicators for the day/week and with accumulation from the beginning of the month for all forms of payment.

10.2. Reports on the execution of operating budgets and budgets of divisions are compiled by the economic department on a monthly basis no later than five days after the end of the reporting period. The report contains planned and actual indicators for the month and with accumulation from the beginning of the quarter.

10.3. Structural divisions, no later than the first day of each month, are obliged, at the request of the economic department, to submit certificates on the implementation of action plans and all the information necessary to analyze the reasons for the deviations of actual indicators from the plan (see table).

The procedure for submitting information when forming the budget of JSC "Optima" (draft)

№	Name of indicator/document	Responsible for preparation and presentation	Submission deadline (days before the beginning of the year)	Responsible for coordination and approval
1	Formulating the main tasks and goals of the company for the coming year	CEO	80	Budget Committee
	Formulation of targets and assumptions (inflation, trends, prices and tariffs, cost of loans, etc.)	Economic department	70
2	Forecast of sales of products in physical and cost terms, broken down by specific consumers in three versions: basic, optimistic, pessimistic. An explanatory note is attached to the forecast.	Marketing department	70	Budget Committee
3	Production program finished products and semi-products in natural terms, broken down by departments (workshops)	Economic department, VET, OGE	60	Production manager
	Technological standards, energy consumption rates, overhead limits		60
4	The budget for sales of products based on the baseline forecast, separately for exports and the domestic market in physical and cost terms. Compiled separately for the nomenclature and buyers	Sales Department	60	Commercial Director
	Schedule of receipt of payments from consumers for products shipped in the planned period, indicating the amount accounts receivable and forms of payment	Financial department	50
...	...	...	...	...
17	Forecast profit and loss statement in full format (that is, including the distribution of profits to consumption funds and dividends)	Economic department	20	Budget Committee
	Calculation of taxable income (including benefits) and income tax	Tax group	20	Chief Accountant
18	Investment project budgets, development programs	Chief Specialists	50	Technical Director
	List of investment projects in order of priority, indicating the direction of investment, terms, total cost and responsible executor	Deputy technical director development	50	Budget Committee
	Investment budget by investment area		30
19	Calculation of depreciation charges	Accounting	25	Chief Accountant
20	The budget of credits and loans, separately for long-term and current liabilities with the calculation of interest on loans	Financial department	20
21	Calculation of exchange rate and sum differences and currency conversion costs	Economic department	20	Director for Economics and Finance
22	Cash budget (calculation budget)	Financial department	15	Economic department
23	Forecast balance, calculation of changes in working capital, analysis financial indicators	Financial department	15	Economic department
24	Analysis of budget indicators, compilation explanatory note	Economic department	15	Budget Committee
	Distribution of materials to members of the Budget Committee		15
25	Approval and adoption of the budget by the Budget Committee	Budget Committee	10	CEO
	Making agreed changes and adjustments to the original budgets	Economic department, divisions	5	Direction directors
26	Approval of the budget by the Board of Directors of OJSC	CEO	5	Board of Directors

Stages of drawing up a budget regulation

Vladimir Novikov, project manager at Neumark (Moscow)

Drafting of documents. At this stage, it is necessary to determine the formats of all documents required for the budget process, from requests for payments for operating activities to operating and financial budgets, as well as the rules for reconciling the operating and financial budgets of various CFDs. It should be taken into account that the planning system existing at the enterprise should allow, according to the rules understandable to employees, and within the required time frame, to submit the planning forms and reports necessary for the budget process.

Based on the analysis of a large number Russian enterprises it can be said that almost all enterprises cope with the development of operating budgets, including the budget of income and expenses. But with the preparation of financial budgets (budgets of accounts payable and receivable, as well as the cash flow budget and forecast balance), most companies, especially industrial ones, experience serious difficulties.

This may be due to the fact that since the BDR gives the manager such important indicators, as marginal and net profit for a period, this is often enough for effective management and financial budgets seem like an unnecessary ballast in the company's budget cycle. However, this happens until the manager is faced with a situation where the company has a profit for the period, but there is a constant shortage of funds. It is impossible to manage this situation on the basis of the BDR, since this budget does not provide information about the real flow of “live” money in the company. This is when the need for financial budgeting arises. There are other examples of negative consequences that the absence of financial budgets can lead to. Occurrence of cash gaps or unplanned expenses leading to an overestimation of the weighted average cost of capital, rupture of contractual relationships with suppliers and contractors (in the absence of an accounts payable budget), lost financial benefits due to late payments to suppliers, unmanaged financial leverage, suboptimal structure and turnover of receivables , overstocked.

Training of staff to work with budget documents. After developing a methodology for compiling and approving the formats of operational and financial budgets, it is necessary to train staff to work within the budget regulations. Without this, the successful setting up of a budget management system is impossible. An example is the experience of self-implementation of budgeting in a telecommunications company with many remote branches. In the course of implementation, budget forms were sent to the heads of branches without prior training by order of order to fill out. Accounting employees of various branches filled out these forms in their own way. As a result, it was not possible to obtain reliable consolidated financial statements for the company as a whole. In addition, since the "locals" did not understand the meaning of the budgets being filled, there was a negative attitude towards any initiatives of the central office. Implementation of budgeting was completed only after the specialists of the head office, with the help of consultants, prepared documents describing the budgeting process, trained branch employees in the basics management accounting and budgeting and formed together with them a trial budget of the company.

A trial budget is usually prepared for one month. In most cases, the figures of the trial budget may differ significantly (up to 50%) from the actual ones. At the same time, the preparation of a trial budget makes it possible to train a wide range of specialists to work within the framework of the budget cycle, to make the necessary adjustments to the developed budget regulations. The results of the trial budget execution should not entail any administrative action, as it is part of the process of adapting the company to new system management.

Mistakes made in the preparation of budget regulations

Wrong distribution of responsibility. budget documents relating to operations (requests for payment, operating budgets for sales, production, administrative costs, etc.) must be completed by the staff responsible for their execution. Often this condition is not met - the budgets are filled by employees of the planning and economic department, and the performers themselves are not even aware of the existence of any plans.

Fragmentation of the budget cycle. Often, a company develops only some budgets that do not reflect all of its activities, such as the sales budget and RBS, and without breaking down indicators by department. Despite the fact that fragmented budgeting can take place at a certain stage in the development of budgeting, with this approach it is quite difficult to divide responsibility for the result of each department, not to mention activity planning and cost management.

The impossibility of promptly obtaining actual data. It happens that the company can receive actual data on budget execution for a certain period only by the end of the next month (and sometimes quarter) after the end of the period. This is usually due to the fact that the company does not have well-established processes for collecting and processing accounting information, and there is no automated management accounting system. An example is a company in which the adjustment of planned indicators due to the delay in actual data was only possible after two months (see figure).

Combining reporting forms. Sometimes, when developing budget forms, companies combine BDDS and BDR to simplify workflow. As a result, such serious distortions are possible, such as, for example, the definition of profit in the form of the difference between income accrued for the period from operating activities and cash flows from operating and investing activities. As a result, the company does not receive a full-fledged income and expense budget (that is, it cannot evaluate the effectiveness of operating activities) or a cash flow budget (that is, it cannot analyze future cash flow).

In conclusion, we note that in practice, not all companies pay enough attention to the written regulation of the budget process, and many rules are established in oral. In this regard, various problems are possible. For example, a system of employee motivation is often tied to the execution of budgets, and if from the very beginning a specialist does not understand why he can be rewarded or deprived of bonuses, he may set the wrong goals or simply evade responsibility.

Development of budget regulations for small enterprises

Nikolay Pereverzev, Financial Director of MXM Postavka LLC (Moscow)

Our company has the following rules for the preparation and approval of the budget. The manufacturing company submits a consolidated overhead budget for the plant by the 25th of each month (a tolling scheme is used, so all plant costs are equal to the cost of processing services plus a given planned operating profit). It is compiled in the context of cost items and production units, that is, according to the functional purpose of costs and according to the Central Federal District. The monthly budget is divided into ten-day - this is the minimum period for which the actual implementation of the budget is controlled. This budget goes to the CFO management company and reviewed for compliance with the annual budget. Then it is consolidated with the budget of the management company, after which the master budget is drawn up and approved.

During the budget period, plant divisions submit approved budget expenditure requests, which are monitored by the plant's financial director, and then sent to the management company for control and execution. Therefore, the amount of cash flow is calculated daily.

The financial director of the production company is responsible for the implementation of the overhead budget, and the financial director of MXM Supply LLC is responsible for the general corporate budget. In our understanding, the budget is not a dogma, and we allow deviations from planned indicators if they are justified and not critical.

There are no strict regulations on the analysis of budget execution, however, there are certain seasonal fluctuations in our business, for example, in the winter months, the consumption of gas and electricity increases sharply. These factors are analyzed and the budget for winter period adjusted accordingly. In addition, we try to constantly conduct end-to-end analysis. True, while the company exists only a year and a half and the available statistics are not enough. We cannot apply benchmark: our enterprise is the largest in Europe in the production of refrigeration equipment, and there are no analogues in the nearest regions. In this regard, a kind of “calibration” of expenses is now taking place.

I believe that the budgetary regulation as separate document necessary if the enterprise (holding) consists of 3-4 manufacturing companies each of which should be budgeted. In such holdings, there are several financial directors and each understands the process of budgeting in their own way, so a certain regulatory document makes it possible to make the work of all directors stable. If the number of such responsibility centers is not more than three, then the need for regulations fades into the background. Under these conditions, it is much easier to explain to each head of the Central Federal District what is required of him than to describe everything on paper. In addition, our structure is constantly changing, so drafting the budget process as a document will require a detailed description of all possible changes, otherwise employees will simply lose interest in it.

Formation of budget regulations. Example

Interview with CFO ZapSibGaz (Moscow) Olga Bychkova

- How was the development of the budget regulations in your company?

The rules governing our budgeting process are constantly evolving. The main work on the formation of the regulations was carried out in 2003. First of all, the needs of managers of different levels of management were taken into account, as well as financial services. Consumers of management information formulated what data and in what periods they would like to receive. Proceeding from this, forms of budget reports were prepared and the frequency of their compilation was fixed. Of course, first we had to establish some “rules of the game”: highlight the principles of financial planning, centers of financial responsibility, explain to employees how the head of the CFD differs from the general director legal entity. Only after that it was possible to create a full-fledged and transparent system of planning and reporting.

- What are the terms of preparation of budgets and the budget period in your company?

Budgets for the next month are formed from the 25th to the 28th of each reporting month. At the same time, a forecast balance is drawn up, which is subsequently adjusted, since fluctuations in the balance sheet currency of the current month can reach 10% over five days. BDDS and BDR are compiled monthly, and BDDS - broken down into decades.

I especially want to say about obtaining actual data. At first, we separated reporting by branches and by the management company, which is located in Moscow. The cash flow statements of the management company are compiled daily, and the statements of branches, due to their remoteness and poor communication channels, we receive once a decade. Today, in connection with the commissioning of a new information system it is planned to receive all information about the cash flow daily, and the final BDDS will be formed on the last day of the month. The actual result of the BDR execution is formed on the 5th day of the month following the reporting one. This allows you to include in the report all the documents received for the period.

In addition, the company draws up a business plan for each CFD for a year, broken down by month; its execution is monitored quarterly.

- Is there a methodology for analyzing and adjusting budgets?

Yes, based on the results of monthly work, an analysis of budget execution is carried out. If there are deviations of the actual data from the budget ones by more than 5%, the heads of the respective CFD justify each deviation in the explanatory notes. Also held comparative analysis budget execution in relation to previous periods. According to the results of the quarter, the Board of Directors of the company controls the implementation of the annual business plan in the context of each CFD. At the same time, no adjustments are made to the business plan, since the change is reflected in the operational plan (planning horizon - 1 month). If the Central Federal District shows negative deviations of actual indicators from planned ones by more than 5% within a quarter, then its head must submit a plan to correct the situation to the Board of Directors.

Now we are developing additional standards for permissible deviations of actual indicators from budget ones in order to delimit the responsibility for decision-making between the leaders of the Central Federal District different levels. Thus, the head of the CFD of the fourth level (the lowest in the hierarchy of the company) can make decisions regarding amounts not exceeding 5% of the total budget of his CFD for the period. A positive deviation from the budget, when the CFD improves performance, is reflected in an increase in motivational payments.

- Who is responsible for the preparation and execution of budgets?

The main responsibility lies with the leaders and financial directors of the CFD. The lower level of budgeting is financial managers or other performers of the Central Federal District. The delegation of responsibility for one or another stage of the budget process within the Central Federal District is carried out by its immediate supervisor.

- Does the salary of the company's managers depend on the performance of the Central Federal District?

Of course, it is divided into fixed and variable components. True, approaches to the motivation of leaders have changed. The bonuses for some CFDs were tied to the profits of the projects in which they participated. In other divisions, the basis for remuneration could be, for example, the annual salary, in the third - the sales turnover. Now CFDs, which are cost centers, are rewarded based on cost savings: the lower the costs for a given level of product / service quality (it is additionally controlled), the higher the remuneration. Profit centers are focused on profit maximization, investment centers - on effective investment management. There are also accounting centers - divisions that have not yet been allocated to financial responsibility centers. For them, the motivation system is based so far only on the degree of fulfillment. functional duties. This is due to the fact that work on including them in the overall budget process has not yet been completed.

Your enterprise is currently implementing an automated system for management accounting and budgeting. Are you not afraid that the rules that are incorporated into this system may become outdated due to the rapid pace of development of the company?

When constructing this system, one of important criteria there was flexibility, that is, the ability to customize it in accordance with the ongoing changes. I do not think that the principles of our budgetary regulations will change drastically. Some reporting forms, indicators, rules of motivational calculations, structure or staffing holding company, but not the general principles of work, such as direct costing management, the method of dividing into the Central Federal District, etc. But if these rules change, of course, we will have to redo the budget regulations and seriously reorganize automated system budgeting. However, I want to emphasize that if such changes are required to optimize the business management system as a whole, then we will develop the necessary measures for this and make these changes to the system. But since such adjustments will require a significant investment of time and a special system for comparing current and old data, it is desirable that they be made from the new reporting period (year). Start off new life better from the new budget period.

The material was prepared by the expert of the journal Anna Netesova

Department of Education

p r i c a z

Socio-economic development" href="/text/category/sotcialmzno_yekonomicheskoe_razvitie/" rel="bookmark"> socio-economic development of the city of Perm and the draft budget of the city of Perm for 2009 and the planned period of years" and drafting the budget by educational institutions for 2009 and planning period

I ORDER:

2. Approve the forms of drafting the budget.

3. Approve forms for decoding the distribution of income for entrepreneurial and other income-generating activities educational institution.

4. Approve the schedule of interviews with managers and chief accountants of educational institutions on the issue of defending the draft budget.

5. Approve the composition of the budget commission in accordance with.

6. Approve the performance indicators of the financial and economic activities of the subordinate institution for 2009.

7. The heads of subordinate institutions are personally responsible for the quality and timeliness of the presentation of the draft budget for years.

8. To impose control over the execution of the order on and. O. Head of Economics Department

Head of department

Dispatch order:

Department of Economics - 1 copy.

Educational institutions - 1 copy.

Total __________ copies

Agreed:

And about. Head of Economics Department

21.09.2007 Department of Economics and Development

APPROVED

by order of the department

education administration

city of Perm

dated __30.04.2008_№__474__

1. Basic principles of formation of the budget of the "Education" industry

In accordance with the changes in the budgetary legislation of the Russian Federation, the resolution of the administration of the city of Perm "On approval of the Regulations for the preparation of the forecast of the socio-economic development of the city of Perm and the draft budget of the city of Perm for 2009 and the planned period of years", the regulations and procedure for the formation of the draft budget of the city of Perm were approved.

It should be noted that the formation of the draft budget is carried out in the context of reducing the volume of the budget deficit, in accordance with the budget classification of the Russian Federation.

The following planning elements are taken into account:

duration of obligations.

A distinctive feature of the budget for the medium term is the formation of a draft budget focused on results.

The main activities of the Department of Education are defined in accordance with:

provisions of the Constitution of the Russian Federation,

Federal Law "On Education",

The concept of modernization of Russian education for the period up to 2010,

conducting sectoral events (plans of sectoral events are submitted).

purchasing consumables,

expenses for the execution of judicial acts (for the payment of state duty, for the execution of court decisions),

personnel training,

purchase of equipment,

rental of premises.

Deflator indices for 2009 and the planning period will be brought to educational institutions additionally by June 15.

The indexation method involves determining the amount of expenses according to the formula:

RO index 2009 = P2007 * I 2008, 2009

RO index 2010 = R 2009* AND 2010 g. g

RO index 2011 = P 2010* AND 2011 where,

RO index– expenditure obligations calculated by the indexation method;

R- spending commitments

And 2008, 2009, 2010, 2011- deflator indices of corresponding years.

3. planned method implies the establishment of a fixed amount of appropriations in the next financial year.

Using this method, the following expenditure obligations were calculated:

taxes on land and property,

material support fund.

The volume of the wage fund of an educational institution is determined based on the results of preliminary recruitment (billing) for the 2008/2009, 2009/2010, 2010/2011 academic year.

When distributing funds, heads of institutions additional education and secondary schools in without fail take into account the main directions of development of the industry.

4.2. Within the limit of budget financing brought to the educational institution (control figures), the head and Chief Accountant independently form the draft budget of their institution according to economic classification codes and:

subventions,

paid services,

free income,

parental payment in preschool institutions,

parental fee raised through the health campaign.

Simultaneously with the draft budget, materials signed by the head and chief accountant of the institution must be attached. Namely:

registries for public services for 2007,

network indicators, according to pre-completion,

calculations on the wage fund based on the results of tariffing for the corresponding academic year,

registers under concluded contracts for the provision of services and performance of work,

copy technical passport buildings of an educational institution,

In the case of planning for repair work, it is necessary to submit instructions from the GPN and OLTC, a defective statement, a local estimate, and a work schedule.

The specified list of materials is not exhaustive and, if necessary, the Department of Education may request additional information to confirm the declared budget expenditures of the institution.

4.3. The main directions of development of the industry and the conditions that ensure their implementation:

· Licensing of educational institutions

Ensuring the cost of paying for services for the maintenance of automatic fire alarms and video surveillance systems.

Ensuring the cost of recycling fluorescent lamps.

Carrying out activities to issue a fire extinguishing passport.

Ensuring the cost of paying for resistance measurement services.

Carrying out measures to eliminate the instructions of the GPN, RPN ( Maintenance and purchase of equipment).

· Implementation of energy saving measures

Acquisition and installation of meters for accounting for thermal energy, electricity, water supply.

Carrying out measures to eliminate the instructions of the energy supervision authorities.

· Ensuring the stable and uninterrupted functioning of the institution

Emergency warning.

Timely preparation for the heating season (pressure testing).

Timely fulfillment of contractual obligations for the content property complex institutions.

Priority areas for spending budgetary funds should be provided as a matter of priority.

4.5. The draft budget is drawn up in thousand rubles, with one decimal place, separately for each type of expenditure in accordance with Appendix No. 2 to the order.

The draft budget is submitted to the Budget Commission in two copies on paper and electronic media.

4.6. The head of an educational institution independently sets the performance criteria for financial and economic activity of his institution for 2009, according to Annex 7.

The degree of achievement of the criteria established by the head of the educational institution will be an assessment of the institution's activities and the result of the efficiency of spending budget funds for 2009.

What questions will you find answered in this article?

Which companies do not like spending time on budgeting?

- How to create target indicators for the activities of departments

- What is the most important format for providing information in the budget process

- What is the relationship between strategic and budget planning

Budget planning is a tool General Director to implement the company's strategic plans for the coming year. Efficient budgeting systems, firstly, make it much easier for the company's management to plan and coordinate the activities of departments, which makes it possible to switch management resources to strategic planning; secondly, they make transparent all the activities of the departments and the resources they spend, which significantly (in my experience, up to 30%) increases the effectiveness of these activities.

Stages of formation of the company's annual budget

Which companies are not benefiting (or even harming) from budgeting

You should not waste time developing an annual and operating budget if your company has the following features:

All strategic and operational decisions are made by the first person of the company (as a rule, from among the owners), powers and responsibilities are not transferred to lower levels of management. Such companies can be super efficient and well managed, and they do not need budgeting: it even gets in the way, creating the illusion of delegation and diverting valuable resources to unnecessary writing. This feature is inherent primarily in small companies, but some large firms also have it (over $ 500 million in annual turnover).

The General Director of the company does not initiate budgeting procedures and does not participate in them, budgeting is imposed by financial and economic services. If everything happens like this, budget planning and control cease to be a tool of the General Director, turning into a tool financial director, and are reduced to financial forecasting of future performance indicators.

The company does not have formalized goals and target values key indicators activities. On the pages of business publications, technologies such as "top-down budgeting", "bottom-up budgeting" and other theoretical patterns are often found. They have no practical meaning, since the very idea of budgeting is that goals are set from above for the company and any department, and activities and resources are planned from below. Consequently, the absence of goals deprives budgeting of any meaning, turning a powerful tool into a "syndrome of vigorous activity" of individual managers.

The company does not have a clear distribution of powers and responsibilities for achieving the target values of key performance indicators and the allocation of resources within the financial and organizational structures management. As a result, there are no mechanisms to encourage employees to achieve targets and comply with resource spending limits.

Definition of the general goals and objectives of the company.

Determination of target values of key performance indicators and standards for departments.

Formulation and approval of assumptions.

Preparation of action plans and budgets at the level of departments - responsibility centers and departments - functional centers.

Consolidation of budgets into the consolidated budgets of the company.

Consideration of action plans and budgets at a meeting of the budget committee, approval of changes and approval of the budget.

Bringing budget indicators to performers. I will dwell on the key, most important, from the point of view of the General Director, the features of each stage.

Stage 1. Determination of the general goals and objectives of the company

Goals for the year are developed as part of strategic planning and are fixed in the macro plan of the company (see diagram). When using this approach, the company's budget is accepted only if it achieves the target values for the year approved by the company's strategic plan. If such a budget cannot be drawn up, it is necessary to adjust strategic plan. The General Director of the company is responsible to the owners (Board of Directors) for achieving macro plan indicators. The most important indicators of a macroplan form the basis for calculating its bonus.

Stage 2. Determination of target values of key indicators and standards

Stage 3. Formulation and approval of assumptions

For accounting purposes external factors and variables that have a significant impact on the formation of the budget, even before the development of the budget, your analysts need to formulate assumptions about changes in the external parameters of the environment. A forecast should be made regarding all factors significant for the company, for example:

dynamics of exchange rates of major currencies against the ruble;

price index for strategically important resources;

tax rates;

borrowing rates by sources of borrowing;

the base discount rate for the company's future cash flows.

This procedure often includes the determination of the boundaries of the limiting fluctuations of external parameters. When they go beyond the established boundaries, the procedure for adjusting the budget is launched.

Stage 4. Preparation of action plans and budgets at the unit level

The General Director issues orders:

on the beginning of the development of the annual budget of the enterprise;

on the target values of key performance indicators of the company and divisions for the coming year.

Based on these orders and forecast parameters external environment responsibility center managers should provide comprehensive annual plans events. Plans include the following data:

the employee responsible for the implementation;

terms of implementation;

necessary resources;

planned results and performance indicators of activities.

An example of an annual action plan ( SMART plan) of the unit is given in Table. 2 (taken from the practice of a company engaged in wholesale trade consumer goods). In my opinion, this document is the main one in the framework of budget planning and control procedures. On the basis of action plans, functional centers and responsibility centers must generate indicators for the annual budget, which is a set of interrelated budgets expressed in monetary and physical terms, and includes action plans for the year in monthly or quarterly detail.

Stage 5. Consolidation of budgets into the company's consolidated budgets

This step is technical. It is usually carried out by the financial and economic service of the company. The General Director must receive the consolidated budget within the period established by the regulations. The specialists responsible for the consolidation should be able to justify and decipher any indicator in the consolidated budget.

Stage 6. Consideration of action plans and budgets at a meeting of the budget committee. Coordination of changes. Budget approval

Step 1. Protection of budgets, then their coordination, completion and approval by responsibility centers. Here, once again, I would like to draw attention to the need to plan SMART activities in detail and determine the cost standards for their implementation (see an example of an annual unit plan - Table 2). Such planning makes the process of budget formation transparent and practically deprives the performers of the chances to overestimate the planned costs of their units. In addition, I recommend appointing as the chairman of the budget committee a leader who understands the essence of the most significant (to achieve strategic goals) and, at the same time, the most costly activities and will be able to coordinate them in a qualified manner (technical or commercial director, but not financial director).

Step 2 Consideration, balancing and adoption of the draft annual budget of the company by the executive body of the company.

Step 3 Approval of the annual budget as part of the annual plan.

Stage 7. Bringing budget indicators to the executors

All staff responsible for meeting budget targets must receive an approved budget (to the extent that it relates to their area of responsibility). It is important that they clearly understand that from now on, their task is to achieve the key performance indicators set for their units within the approved financial plan.

Of course, even the best annual budget cannot remain the same throughout the entire period. From the first month of the new year, budgetary adjustments will have to be made. However, the mechanism of budget management within the framework of the year is a topic for another article.

Regulations for the formation of the budget for the year

Procedures		Responsible for the procedures of the division	Departments responsible for coordination	Units responsible for approving	results
Prerequisites for the formation of the annual budget
Collection and analysis of data on the execution of the budget of the preplanned reporting period		Department of Economics and Finance of the Criminal Code (note: hereinafter DEF)			Prepared "Consolidated management reporting GK for III quarter"
Collection and analysis of materials on the state of the market (external environment)	Before 29 September	Department of Marketing and strategic development UK, commercial department of UK (note: hereinafter referred to as DD)			Analytical forecast materials on market conditions and demand volumes
Collection and analysis of materials on available production facilities	Before 29 September	Production Department of the Criminal Code (note: hereinafter referred to as PD)			Materials on the status and possibilities available production capacity
Formation of the draft target values of key performance indicators	Before 29 September		Management Board		Prepared draft target values of key performance indicators
Approval of target values of key performance indicators	Before 1 October			Management Board	Approved target values of key performance indicators
Bringing the target values of KPI to all interested departments and responsibility centers (note: hereinafter referred to as the CO)	Before 1 October	DEF, PD, KD			Bringing the target KPI values to all concerned departments and COs
Preparation of plans and budgets
Preparation of a draft sales plan and a schedule of receipts from buyers (consolidated and separate for DH) based on the approved target KPI values	Before 15 October	CD, sales departments in CO, DEF	CD, sales departments in CO, Management Board		A prepared draft sales plan and a schedule of receipts from buyers (consolidated and separate for DH)
Approval of the sales budget and the schedule of receipts from customers	Before 20 October			Management Board	Approved sales budget and schedule of receipts from buyers (consolidated and separate for DH)
	Before 20 October				Communication of the approved sales budget and receipts schedule to all concerned departments and COs
Project preparation production plan(consolidated and separate for CO) based on the approved sales budget	Before 25 October	PD, responsible divisions in the Central Organ, DEF	PD, responsible units in the Central Organ, Management Board		Prepared draft production plan
Approval of the production budget (consolidated and separate for central heating)	Before 1 november	PD, DEF, UK board		Management Board	Approved production budget (consolidated and separate for central heating)
	Before 1 november				Communication of the approved production budget to all concerned departments and COs
Preparation of a draft procurement and supply plan, as well as a payment schedule for suppliers in accordance with the approved KPI values and the production plan	Before 11 november	Department of Foreign Trade, DEF	Department of Foreign Trade, PD, Management Board		Prepared draft procurement and supply plan and supplier payment schedule
Approval of the procurement and supply budget (consolidated and separate for the Central Bank and other analysts)	Before 15 november	Department of Foreign Trade, DEF, Management Board		Management Board	Approved procurement and supply budget and supplier payment schedule
	Before 15 november	Department of Foreign Trade, DEF			Communication of the approved procurement and supply budget and payments to suppliers to all concerned departments and COs
Preparation of plans for current costs and plans for current activities of the DH (taking into account the approved KPI values and operating budgets)	Before 15 november	CA administrative directors or responsible divisions of the CA, DEF	Directors of the Central Organ, DEF, Management Board		Prepared cost plans and plans for current activities of the DH
Preparation of plans for current costs and plans for current activities of the departments of the Criminal Code of the Civil Code (taking into account the approved KPI values and operating budgets)	Before 15 november	Heads of departments, DEF	Heads of Departments, DEF, Management Board		Prepared plans for operating costs and plans for ongoing activities of the MC
Approval of plans for current costs and plans for ongoing activities of the departments of the management company and the central district	Before 1 December	Heads of Departments, DEF, Management Board		Management Board	Approved plans for current costs and plans for ongoing activities of the departments of the MC and CO
	Before 1 December	Heads of departments MC, DEF			Bringing approved plans for current costs and activities to all interested departments and COs
Preparation of investment project programs (by departments)	Before 9 December	Heads of departments of the UK, Directors of the Central Organ, DEF	Heads of MC departments, responsible employees of MC and AC departments, directors of AC, DEF, Management Board		Prepared draft investment programs
Investment budget approval	Before 14 December	Heads of departments, directors of the Central Organ, DEF, Management Board		Management Board	Approved investment budget
	Before 14 December				Communicating the approved investment budget to all concerned departments and COs
Budget preparation financial activities	Before 19 December		DEF, Management Board		Prepared financial activity budget
Preparing a pro forma cash flow statement using the direct method based on approved operating budgets	Before 20 December
Preparing a pro forma profit and loss statement based on approved operating budgets	Before 20 December		DEF, departments of the UK, CO, board of the UK		Prepared pro forma income statement
Preparing a pro forma cash flow statement using the indirect method	Before 20 December		DEF, departments of the UK, CO, board of the UK		Prepared pro forma cash flow statement
Preparing a pro forma balance sheet and a pro forma statement of cash flows based on approved operating budgets and prepared financial budgets	Before 20 December		DEF, departments of the UK, CO, board of the UK		Prepared pro forma balance sheet and statement of capital flows
Preparation of planned financial models of the annual budgets of the DH (based on the approved operating budgets)	Before 23 December	Directors of the Central Organ, DEF	DEF, departments of the UK, CO, board of the UK		Prepared planned financial models of DH annual budgets
Verification of annual financial budgets for compliance with target KPI values (summary and separately for DH)	Before 28 December		DEF, departments of the UK, CO, board of the UK		Agreed annual financial budgets of the GC and AC
GC Annual Budget Approval	Before 29 December	DEF, UK board		Management Board	Annual GC budget approved by the MC Board

An example of a macro plan for a company (industry - specialized retail)

Key performance indicators	Total (20… year)
Economics and finance
Total sales volume for the group of companies, rubles, incl.
Sales volume in direction 1
Sales volume in direction 2

VP1 (margin) total for the group of companies, rubles, incl.



Current costs without depreciation of the total for the group of companies, rubles, incl.
Current costs without depreciation in direction 1
EBITDA for the group of companies, rub.
NPAT for the group of companies, rub.
Investments in working capital by group of companies
Investments in long-term assets by group of companies

Regulatory IRR for investment projects, %

Clients and market

Number of active stores format 1 at the end of the period
Number of active format 2 stores at the end of the period

Staff
Indexing coefficient wages
Presence of a new department directorX

Business processes
Number of packages under own brands at the end of the period, SKU
Implemented information system
Implemented legal structure
Number of private labels
Share of sales of goods under own private labels
Implemented online sales system

Scheme of interconnections of budget indicators

Updated on 01/17/2019 at 19:03 11 656 views

Planning is one of the most important processes in the economic activity of enterprises. The preparation and implementation of budget plans allows you to rationally allocate the company's resources and achieve the planned strategic goals.

Enterprises develop special budget regulations that regulate the tasks, necessity and procedure for budgeting, allow the consideration and approval of budgets to be turned into a systemic multi-stage process.

The procedure for developing budgets and their execution:

Drafting a project
Project review
Statement
Execution
Consideration and approval of the report on budget execution

The stages of formation of local, regional and federal budgets are similar to the stages of planning at economic enterprises.

Principles for the formation of budget regulations

Planning regulations can be formed on the basis of various principles.

1. The "market principle" involves the formation of a profitable part on the basis of sales plans. Based on the volume of planned income, the expenditure part is calculated. It displays volume necessary resources needed to generate income. This approach is optimal for enterprises that have the ability to predict sales volumes with a certain level of detail and have clear mechanisms for interacting with counterparties.

2. "Principle from what has been achieved." This approach to planning is suitable for companies with stable performance. The indicators of the current or previous periods are taken as the basis for budgeting. This method is quite simple and allows you to plan the revenue and expenditure parts with a high probability of accurate execution.

3. "Principle from production." This approach is most suitable manufacturing enterprises manufacturing non-standard products. In this case, planning is complicated by the fact that orders can be unique, the volumes and cost of each of them differ significantly. The desired growth in the volume of production, which is measured in physical terms, is taken as the basis for budgeting.

Having decided on the principle, companies can begin to form regulations.

The procedure for approving the budget and its consideration. Planning stage

The process of preparing budgets begins with the identification of responsible persons:

for the preparation
for execution.

A certain employee appointed by the head of the CFD can prepare a draft budget. Responsible for the execution are managers of various levels, depending on the type of budget (CFD, business area, enterprise as a whole).

Budgets are approved by special collegiate bodies - budget committees.

All planning stages are carried out in accordance with calendar plan. The regulations for the consideration and approval of the company's budgets in Moscow or another city of the Russian Federation reflects all stages of planning, those responsible for implementation, the functions of the budget committee, deadlines and other executive aspects.

Planning stage

Stage	Responsible for implementation	Function of the budget committee
1. Setting goals within the planning period		Regulation development
2. Collection of baseline data and other information necessary for the preparation of the draft budget	Structural divisions of the enterprise	Approval of the documentary form of budgeting. Approval of categories and criteria for assessing budgets
3. Analysis of information, preparation of a draft budget	Employees appointed responsible for budgeting	Activity coordination structural divisions within budgeting
4. Evaluation of the draft budget, adjustment	Budget Committee	Project review, performance evaluation, adjustment, analysis and budgeting
5. Budget approval	Top management of the enterprise	Familiarization of all participants in the budget process with the relevant plans (budget approval order)

The procedure for drafting budgets may involve the application software products, which will help automate processes, make the consideration and approval of budgets more qualitative and correct. "WA: Financier" offers solutions that use special mechanisms that make it easy to implement any models of budget reconciliation. The Financier system has a flexible configuration of routing tools, so the coordination takes place in full compliance with the regulations and strict control of execution is carried out at all stages. The system has been implemented at many enterprises in Moscow and other regions of Russia and has shown high efficiency.

When configuring routing, you can perform various actions:

set the matching sequence (parallel or serial;
tune various options response in case of violation of deadlines;
appoint deputy responsible persons;
prohibit certain persons from working with the system;
other actions.

Stage of budget execution

The procedure for the execution of the budget implies a particular relevance of the efficiency of obtaining information in the form of actual data. "WA: FINANCIST" helps to automate the process of obtaining data from accounting systems and simplify the adoption of the right management decisions.
With the help of various forms of reports that can be created using the Financier system, you can conveniently analyze the deviations of actual indicators from planned ones. All report structure settings can be set directly by the user, there is no need to involve a programmer.

Completion stage

The "WA: Financier" system has a special report designer that allows you to responsible persons it is convenient to edit current reports and create new ones, create reporting forms depending on the needs of the business. The WA: Financier solution simplifies the process of reviewing and approving budgets.

What questions will you find answered in this article:

Which companies are bad for spending time on budgeting
How to create target indicators for the activities of departments
What is the most important format for providing information in the budget process

What is the relationship between strategic and budget planning

Budget planning is the CEO's tool for implementing the company's strategic plans for the coming year. Effective budgeting systems, Firstly, drastically facilitate the planning and coordination of the activities of departments by the company's management, which allows you to switch management resources to strategic planning; Secondly, they make transparent all the activities of the departments and the resources they spend, which significantly (in my experience, up to 30%) increases the effectiveness of these activities. See also: Which companies do not benefit from budgeting (or even harm).

Stages of formation of the company's annual budget

1. Definition of the general goals and objectives of the company.

2. Determination of target values of key performance indicators and standards for departments.

3. Formulation and approval of assumptions.

4. Preparation of action plans and budgets at the level of departments - the center of responsibility and departments - functional centers.

5. Consolidation of budgets into the consolidated budgets of the company.

6. Consideration of action plans and budgets at a meeting of the budget committee, approval of changes and approval of the budget.

7. Bringing budget indicators to the executors.

I will dwell on the key, most important, from the point of view of the General Director, the features of each stage.

Stage 1. Determination of the general goals and objectives of the company

Goals for the year are developed as part of strategic planning and are fixed in the company's macro plan (see. scheme). When using this approach, the company's budget is accepted only if it achieves the target values for the year approved by the company's strategic plan. If such a budget cannot be drawn up, the strategic plan must be adjusted. The General Director of the company is responsible to the owners (Board of Directors) for achieving macro plan indicators. The most important indicators of a macroplan form the basis for calculating its bonus.

Scheme. Relationship between strategic and budget planning

Stage 2. Determination of target values of key indicators and standards

Based on the approved target values of the macroplan, the General Director, by issuing appropriate orders, brings the target values of key performance indicators and standards to the lower units. Formation of the annual budget of the company is carried out within the framework of financial structure- a set of functional centers (for example, a sales service, production), responsibility centers (for example, an assembly shop, a production shop) - and a distribution system between the components of this structure of powers and responsibilities for planning, executing and monitoring budget indicators. Functional centers are created for centralized management (rationing, planning, control and analysis of emerging deviations) of the articles of the company's consolidated budget. Responsibility centers directly carry out business operations in accordance with approved plans. As part of the annual planning, they form budget plans and execute them based on the target values of key performance indicators and standards set by the functional centers 1 .

IN tab. 1 an example of grouping key performance indicators of a large Russian company(industry - mechanical engineering). The top level of indicators is the responsibility of the General Director. These indicators are approved in the macroplan. The second level is the area of responsibility of the heads of functional centers; target values are brought to them on the basis of the approved macroplan. The lower level is the performance indicators of responsibility centers.

Indicator group level

Overall business performance indicators (macro plan)

1. Financial condition and performance

2. Customer Satisfaction

3. Innovation and learning

Performance indicators of departments - functional centers

5. Storage and movement

8. After-sales service

13. Economics and finance

14. Information technology

Performance indicators of units - responsibility centers

15. Production volume

17. Resource efficiency

18. Production costs

21. Profit. Profitability

22. Inventory management efficiency

23. Non-current assets and investments

An important element of the budget planning and control system is rationing - a system of technically and economically justified target values of variables that have a direct impact on certain functional plans and budget items 2 . The regulations allow:

increase transparency in the calculation of key performance indicators and the resource needs of responsibility centers;
create a formal mechanism for the redistribution of resources between responsibility centers; ± evaluate the validity of the level of income, costs, stocks and other indicators in action plans.

Stage 3. Formulation and approval of assumptions

In order to take into account external factors and variables that have a significant impact on the formation of the budget, even before it is developed, your analysts need to formulate assumptions about changes in the external parameters of the environment. A forecast should be made regarding all factors significant for the company, for example:

dynamics of exchange rates of major currencies against the ruble;
price index for strategically important resources;
tax rates;
borrowing rates by sources of borrowing;
the base discount rate for the company's future cash flows.

Which companies are not benefiting (or even harming) from budgeting

You should not waste time developing an annual and operating budget if your company has the following features:

All strategic and operational decisions are made by the first person of the company (as a rule, from among the owners), powers and responsibilities are not transferred to lower levels of management. Such companies can be super efficient and well managed, and they do not need budgeting: it even gets in the way, creating the illusion of delegation and diverting valuable resources to unnecessary writing. This feature is inherent primarily in small companies, but some large firms also have it (over $ 500 million in annual turnover).
The General Director of the company does not initiate budgeting procedures and does not participate in them, budgeting is imposed by financial and economic services. If this happens, budget planning and control ceases to be the tool of the CEO, turning into a tool of the financial director, and comes down to financial forecasting of future performance.
The company does not have formalized goals and target values of key performance indicators. On the pages of business publications, technologies such as "top-down budgeting", "bottom-up budgeting" and other theoretical patterns are often found. They have no practical meaning, since the very idea of budgeting is that goals are set from above for the company and any department, and activities and resources are planned from below. Consequently, the absence of goals deprives budgeting of any meaning, turning a powerful tool into a "syndrome of vigorous activity" of individual managers.
The company does not have a clear distribution of powers and responsibilities for achieving the target values of key performance indicators and the allocation of resources within the financial and organizational management structures. As a result, there are no mechanisms to encourage employees to achieve targets and comply with resource spending limits.

Stage 4. Preparation of action plans and budgets at the unit level

The General Director issues orders:

on the beginning of the development of the annual budget of the enterprise;
on the target values of key performance indicators of the company and divisions for the coming year.

Based on these orders and the forecast of the parameters of the external environment, the heads of responsibility centers must provide comprehensive annual action plans. Plans include the following data:

name of the event;
a link to the policy of the functional strategy within which the activity is planned (or to another internal document regulating the activity);
the employee responsible for the implementation;
terms of implementation;
necessary resources;
planned results and performance indicators of activities.

An example of an annual action plan (SMART plan 3) for a unit is given in tab. 2(taken from the practice of a company engaged in the wholesale trade of consumer goods). In my opinion, this document is the main one in the framework of budget planning and control procedures.

On the basis of action plans, functional centers and responsibility centers must generate indicators for the annual budget, which is a set of interrelated budgets expressed in monetary and physical terms, and includes action plans for the year in monthly or quarterly detail.

Budget Process: Approval Orders and Drafting Forms

It is convenient to make a budget in the program:

Enterprise budgeting. Planning. Reporting

The procedure for developing budgets and their execution:

Drafting a project
Project review
Statement
Execution
Consideration and approval of the report on budget execution

The stages of formation of local, regional and federal budgets are similar to the stages of planning at economic enterprises.

Principles for the formation of budget regulations

Planning regulations can be formed on the basis of various principles.

1. The "market principle" involves the formation of a profitable part on the basis of sales plans. Based on the volume of planned income, the expenditure part is calculated. It displays the amount of necessary resources needed to generate income. This approach is optimal for enterprises that have the ability to predict sales volumes with a certain level of detail and have clear mechanisms for interacting with counterparties.

3. "Principle from production." This approach is most suitable for manufacturing enterprises that manufacture non-standard types of products. In this case, planning is complicated by the fact that orders can be unique, the volumes and cost of each of them differ significantly. The desired growth in the volume of production, which is measured in physical terms, is taken as the basis for budgeting.

Having decided on the principle, companies can begin to form regulations.

The procedure for approving the budget and its consideration. Planning stage

The process of preparing budgets begins with the identification of responsible persons:

Budgets are approved by special collegiate bodies - budget committees.

All stages of planning are carried out in accordance with the calendar plan. The regulations for the consideration and approval of the company's budgets in Moscow or another city of the Russian Federation reflects all stages of planning, those responsible for implementation, the functions of the budget committee, deadlines and other executive aspects.

Stage

Responsible for implementation

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Order on the preparation of the budget sample

When the quantity financial resources limited, the company must rationally distribute its assets - this is the only way they can be preserved and increased. This helps financial plan income and expenses for a certain period of time, in other words, the budget. But one is not enough. Along with the budgeting process, it is necessary to establish budget management - a system of accounting, control, analysis of planned and actual data. It is necessary in order to track deviations from the plan in a timely manner and then take corrective actions.

Budget management is a planning process, which is a periodically recurring procedure for the formation, approval, approval and execution of budgets, analysis and control of their execution (see table 1). As a result, the company must develop four main budget forms:

Income and expense budget(BDR) - a budget form that reflects the composition and amount of income and expenses in the planning period.
Cash flow budget(BDDS) - a budget form that reflects the receipt and payment of funds in the planning period.
balance sheet budget(BBL) - a forecast report on the value of property and liabilities of the company, presented in tabular form. BBL is the resulting budget. With a correct financial accounting model, it is formed on the basis of the BDR and BDDS.
Payment schedule- a form that reflects the planned distribution of cash flows in the short term. It is compiled in order to ensure the continuous process of the financial and economic activities of the company. Formed monthly with a weekly breakdown by days of payment

Periods and intervals of budget planning

Each company has the right to choose the most suitable periods and planning intervals for its activities. Generally accepted periods of budget planning:

annual, formed for a year with a planning interval of a month/quarter;

quarterly, formed for one quarter with a planning interval of a month / week;

monthly, formed for one month with a week/day planning interval.

Depending on the company's activities, seasonality and other conditions, the budget planning period may coincide with the calendar period, or it may be established by the company's regulatory and administrative acts.

For operational management, budgets with a sliding period are formed. For example, for the next 12/24/36 months monthly/quarterly.

Table 1. Participants in the budget process

An example of the Regulations of the enterprise budgeting system

1. The goals of the enterprise budgeting system

The goals of creating a budgeting system:

Cost Management

Evaluation of the plan and the fact of the financial result

Asset and liability management

Evaluation of the effectiveness and efficiency of business segments

Resource management for use in the most efficient segments

Working capital management.

2. Financial structure of the enterprise

The financial structure of the enterprise is determined through the composition of the financial responsibility centers (CFR). The center of financial responsibility is a unit that can actually be responsible for any article financial budget(can draw up a plan for the article and be responsible for its actual implementation).

Definition various types CFD:

Revenue Center- is responsible only for the volume of sales and / or the amount of income (example - sales manager, etc.).

Center contribution margin - Responsible for both sales volume and marginal profit.

profit center is the center by which the complete financial results, with attribution to it not only direct (directly accounted), but also indirect costs.

Cost center- a unit or group of units that produce the costs necessary to ensure the income-generating activities of the company.

Investment Center- a unit or group of units that is fully responsible for cash flows for a dedicated project.

An example of the financial structure of a small enterprise is presented in Table 1.

Table 1. Example of responsibility matrix for BDR and BDDS items.

Name of the Central Federal District

BDR (budget of income and expenses)

BDDS (cash flow budget)

CFD type

(according to BDR)

(according to BDDS)

Profit Margin Center

Provision (IT manager, HR manager, secretaries, courier)

Management (DG, Deputy DG, Cd)

3. Procedure for creating budgets

An example of a budget creation scheme is shown in the following figure:

Examples of procedures for creating budgets are presented in the form of a graphical diagram business processes constructing a BDR and BDDS. Control procedure BDR execution is also presented as an example of the corresponding business process, as well as MDD correction procedures and BDDS.

4. Examples of components of management accounting policy enterprises

4.1. Sales, and hence income, are accounted for by shipments (and not by cash receipts).

4.2. Services are accounted for by the closing date of the Service Provision Act (except for the case of clause 4.4.), the costs of material assets are accounted for by the date of receipt (except for the case of clause 4.5.)

4.3. If the enterprise will use the results of the provided service for a long period, the costs of this service in the BDR are distributed over the entire period. For example, the cost of a subscription to periodicals distributed monthly throughout the year.

4.4. The costs take into account only minor purchases of material assets - a low price, Consumables etc. Expensive material assets (buildings, premises, furniture, office equipment, transport, etc.) are financed as investment activities, put on the balance sheet of the enterprise, and only the depreciation amount for the corresponding period enters the BDR.

4.5. Similarly, expensive intangible values are taken into account: licenses, certificates, software etc.

4.6. Depreciation is linear, calculated on the basis of the original cost and the period of complete depreciation.

5. Example Income and Expenditure Budget (BDR).

5.1. The objectives of the preparation of the BDD are:

— forecast of profitability of the enterprise for the period,

- enterprise cost management.

5.2. The planning period for the annual budget is 1 month. Every month, the costs of the next 3 months are specified during the BDR correction procedure. The revenue part of the budget can be changed only by the decision of the General Director.

5.3. An example of the BDR structure is presented in Table 2.

5.4. The draft expenditure part of the annual BDR is prepared by the Chief Accountant by December 15 of each year based on the statistics of the costs of the previous period. The project is submitted to the leaders of the Central Federal District for the preparation of proposals for additional costs that will be required due to growth, development, etc. Further, the project is coordinated with the Deputy of the State Duma. The consolidated budget is summarized by the Chief Accountant in a common file. The procedure for creating a BDR is presented as a graphical diagram of the business process for building a BDR.

5.5. Every month, until the 25th day, the heads of the Central Federal District of the enterprise have the opportunity to submit their clarifications, corrections for the costs of the next 3 months. Corrections agreed with the Deputy State Duma are transferred to the Chief Accountant. Items for which, as a result of the correction, the spending plan increased by more than 15%, are agreed with the State Duma.

5.6. Payment procedure

5.6.1. The initiator of payment within the approved budget can be any employee of the enterprise.

5.6.2. The application for payment must contain:

date,

Name and signature of the Initiator,

The CFD of the lower level, to which the payment should be linked,

Full name and signature of the head of the lower-level CFD,

cost item,

Purpose of payment,

Amount in rubles

5.6.3. An application for payment in cash is prepared and agreed in the form of an e-mail, non-cash - in the form of an invoice from the counterparty, on which necessary details— see clause 5.6.2. After the introduction of the new information system (IS), all applications will be prepared, agreed and recorded in the IS.

5.6.4. The approved application is submitted to the accounting officer for verification. The accounting officer sends the application for payment only if

all details are filled out correctly; otherwise, the application is returned to the initiator of the payment,
all approvals have been received; otherwise, the application is returned to the initiator of the payment,
the plan for this article and the CFD allows you to make a payment; if, taking into account this payment, the plan is exceeded, the application is submitted for approval:

Ø in case of exceeding by less than 15% - to the Deputy Chief Executive Officer,

Ø in case of excess by more than 15% - GD.

5.6.5. The application accepted for payment is recorded in the IS according to the details specified in it by the Accounting Officer within 24 hours from the date of its transfer for payment.

5.7. Monthly, at the close of the period until the 15th, the chief accountant (GB) receives from the IS a profit and loss report (GPU, must be developed), which matches the format with the BDR. The GB analyzes the plan-actual deviations and prepares a report that is considered at the budget meeting. At the meeting, on the basis of the report, management decisions are made, as well as decisions on the need to correct budgeting documents. The procedure for monitoring the implementation of the BDR is presented in the form of the corresponding BP.

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We issue an order to prepare a vacation schedule for 2018: a sample

is coming New Year This means that the time is coming to issue an order on the preparation of a vacation schedule for 2018. The current legislation establishes strict deadlines in which the organization (at individual entrepreneur) the vacation schedule must be approved. What does such an order look like? What information should it contain? Whether there is a unified form this document? We will talk about the order on the preparation of the vacation schedule in the material.

The vacation schedule is mentioned in the TC

Employees of the organization (individual entrepreneur) with whom the employment contract, in accordance with the current labor law are entitled to annual leave. Labor Code specifies the constitutional right to rest belonging to citizens. In particular, it establishes the need to agree on specific dates annual leave workers. The agreed periods are indicated in the vacation schedule. Both the employer and employees must adhere to the vacation schedule. This is a binding document (Article 123 of the Labor Code of the Russian Federation).

However, before approving the schedule for next year, it is necessary to launch a mechanism for collecting necessary information. This will require an order to prepare a vacation schedule for 2018.

In the course of business activities, a situation may arise when the planned vacation of an employee needs to be rescheduled. Moreover, the initiator of such a transfer can be both the employee and the administration. The reasons may be different. For example, a large order has been received from customers, and the employee's going on vacation will put an end to it. Or, an on-site tax audit has begun at the enterprise and the obligatory presence of accounting staff, first of all, the chief accountant, is required.

In such circumstances, the next vacation of an employee may be postponed due to operational needs.

What questions are most often asked by accountants and personnel officers about the vacation schedule?

Sample order for preparing a vacation schedule for 2018

Prepare required document it is easier if there is a sample in front of your eyes.

The order to prepare a vacation schedule for 2018 will help personnel officers and accountants save time and labor on preparing their own form.

Download a sample order for the preparation of the vacation schedule-2018.

When compiling an order, it is necessary to remember the deadline for approving the vacation schedule established by the Labor Code of the Russian Federation.

When preparing a vacation schedule in 2017 for 2018, you need to meet the deadline by December 18. Given that December 16 and 17 are days off, there is even less time to approve the schedule.

A sample order for the preparation of a vacation schedule for 2018 for state employees looks similar to the order given in the article.

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We issue an order to prepare a vacation schedule for 2018: a sample

The vacation schedule is mentioned in the TC

Sample order for preparing a vacation schedule for 2018

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