Lesson 4 Chapter 4 FNSACC402 Prepare Operational Budgets Master - - PowerPoint PPT Presentation

Lesson 4 – Chapter 4

FNSACC402 Prepare Operational Budgets

Master budgets ¡

By the end of this lesson, you will be able to…

Prepare a detailed for a trading organisation.

Overview

• 1. Is a cash budget and a budgeted cash flow

statement the same thing?

• 2. What does a cash budget provide us with an estimate
• f?
• 3. What does a cash budget look like?
• 4. Cash budgets – OVERVIEW (two scenarios)
• 5. Scenario 2: Operating on credit
• 6. How to approach a question in the exam which asks

you to prepare a cash budget

• 7. Worked example
• 8. Maintaining a desired cash balance

“Cash ¡Budget” ¡on ¡first ¡mee*ng ¡

The ¡real ¡“Cash ¡Budget” ¡revealed ¡ ¡

Showing ¡“Cash ¡Budget” ¡who ¡is ¡boss! ¡

• 1. Is a cash budget and a

budgeted cash flow statement the same thing?

The answer is YES and NO What is the difference then? SAME DATA, DIFFERENT FORMAT

A budgeted cash flow statement is the estimated cash flows for a future period presented in the specific format required by AASB107 (i.e. the accounting standard on Cash Flow Statements). A cash budget shows the estimated cash receipts, cash payments and opening & closing cash balances for a specific period.

FORMAT ¡: ¡Budgeted ¡ ¡ cash ¡flow ¡statement ¡(AASB ¡107)

¡

Cash flows from operating activities: Net cash inflow/(outflow) from operating activities xx Cash flows from investing activities: Net cash inflow/(outflow) from investing activities xx Cash flows from financing activities: Net cash inflow/(outflow) from financing activities xx Net increase/(decrease) in cash held xx Add: Cash at beginning of period xx (opening bank balance from cash budget) Cash at end of period (closing bank balance from cash budget) xx

Budgeted ¡cash ¡flow ¡statement ¡

Divided into 3 main categories…

• 1. Operating activities
• 2. Investing activities
• 3. Financing activities

Classifica*on ¡of ¡cash ¡flows ¡ OPERATING ¡ACTIVITIES ¡ ¡

CASH IN FROM CASH OUT FROM Sale of goods & services Payments to employees Interest received Payments to suppliers of stock Dividends received Interest paid Payments to Gov’t for taxes Payments for all other expenses

à activities that relate to the provision of goods and services.

Classifica*on ¡of ¡cash ¡flows ¡ INVESTING ¡ACTIVITIES ¡ ¡

CASH IN FROM CASH OUT FROM Collection of loans Giving loans Sale of non-current assets Purchase of non-current assets

à activities that relate to the acquisition and disposal

• f non-current assets.

Classifica*on ¡of ¡cash ¡flows ¡ FINANCING ¡ACTIVITIES ¡ ¡

CASH IN FROM CASH OUT FROM Sale of shares Buy back shares Borrowings Paying dividends Repayment of debt

à activities that relate to changes to the financial structure of the business

• 2. What does a cash budget provide

us with an estimate of? Our à opening cash balance à cash receipts (+) à cash payments (-) à closing cash balance for a specific period.

A cash budget can be prepared to:

• 1. Forecast the business’ ability to pay its debts

as and when they fall due.

• 2. Enable predicted borrowing needs to be

arranged ahead of time.

• 3. Allow planning for the investment of surplus

funds.

• 3. What does a cash budget

look like (FORMAT)?

Please refer to: Handout 1

FORMAT : Cash budget

Opening cash balance xx Add: Cash receipts xx Cash available for needs xx Less: Cash purchases xx Closing cash balance xx

• 4. Cash budgets - OVERVIEW

There are two (2) scenarios specific to cash budgeting that we are going to learn about:

• 1. The firm operates on a cash basis
• 2. The firm operates on a credit basis

Please refer to: Handout 2

Bad Debts and Depreciation

Do ¡NOT ¡include ¡in ¡the ¡cash ¡budget. ¡They ¡ represent ¡NON-­‑CASH ¡items. ¡

5. SCENARIO 2 The firm operates on a credit basis

Implications for our cash budget:

• 1. Work out cash collections from customers (AR)
• 2. Work out cash payments to suppliers (AP)

Discounts Allowed / Received

Are ¡not ¡shown ¡separately ¡on ¡the ¡cash ¡budget. ¡ ¡ Are ¡taken ¡into ¡account ¡when ¡es*ma*ng ¡cash ¡ collec*ons ¡from ¡AR ¡/ ¡cash ¡payments ¡to ¡AP. ¡

5. SCENARIO 2 The firm operates on a credit basis

Worked Example (ref. next slide)

Working out cash collections from debtors with discount allowed and bad debts

Schedule of collections from debtors for the quarter ending 30 September Month cash collected Sales ($) July August Sept Total Month of sale TOTAL CASH (30%) CREDIT (70%) $ $ $ $ May 57,000 17,100 39,900 7,980 7,980 June 63,000 18,900 44,100 22,050 8,820 30,870 July 72,000 21,600 50,400 11,340 25,200 10,080 46,620 August 51,000 15,300 35,700 8,033 17,850 25,883 September 36,000 10,800 25,200 5,670 5,670 Total collections 41,370 42,053 33,600 117,023

INFORMATION GIVEN: * 30% of sales are for cash; the remainder are on credit. * AR repayments as follows: M=25% (DIS.=10%); M+1 = 50%; M+2 = 20% * Bad debts estimated at 5%.

• In the table going ACROSS you have the period being

budgeted for i.e. the BUDGETED PERIOD.

• In the table going DOWN you have the MONTH OF SALE.
• Tip: Work DOWN and then ACROSS. For example, work
• ut cash collections for MAY during the months of JULY,

AUGUST AND SEPTEMBER before working out cash collections for JUNE.

Working out cash collections from debtors with discount allowed and bad debts

How to interpret the collection pattern e.g. for JULY credit sales

— In the month of sale (July), we will collect 25% of our July credit sales and

we will give these customers a 10% discount for early payment.

— In the month after the month of sale (August), we will collect 50% of our July

credit sales.

— Two months after the month of sale (Sept), we will collect 20% of our July

credit sales.

— 5% of our July credit sales will be uncollectable.

25%$ 50%$ 20%$ 5%$ M$ M+1$ M+2$ Bad$Debt$

e.g. Collections for JULY (workings)

JULY: Total receivable: $50,400 x 25% = $12,600 Less DISCOUNT ALLOWED: $12,600 x 10% = $1,260 = $11,340 AUGUST: Total receivable: $50,400 x 50% (NO DISCOUNT) = $25,200 SEPTEMBER: Total receivable: $50,400 x 20% (NO DISCOUNT) = $10,080

Please refer to: Handout 3

Working out cash collections from debtors with discount allowed and bad debts

• 6. How to prepare a cash budget

STEP 1: Jot down the FORMAT of your cash budget. It will help if you scan the question for clues on specific items that need to be included in your budget. STEP 2: Work out both the AMOUNT & TIMING of each cash receipt and payment (this step includes preparing a schedule of collections from AR / schedule of payments to AP if operating on credit). STEP 3: POPULATE your budget with the information you have worked out in ‘STEP 2’.

• 7. Examples

Cash budget preparation REFER TO CASE STUDY EXAMPLE

• 8. Ways to maintain a desired cash

balance

— Management may aim to have a minimum cash

balance.

— This may involve borrowing funds to attain the

required balance.

— Borrowings are made in the month that a deficit

is likely.

— There may be conditions attached to the

amounts that can be borrowed (e.g. when repayments are due etc.).

This week’s homework

— Read CHAPTER 4 à Cash Budgets — Go through the example that we completed during the

lesson today.

— Attempt the HOMEWORK QUESTION posted on

SHAREPOINT (Sparkles and Co.) and bring your completed response to class next week.

You are now ready to start the next lesson on: ¡