Etymology[ edit ] A budget derived from old French word meaning purse is a quantified financial plan for a forthcoming accounting period.
The accounts receivable turns over six times a year, or once every 60 days. This figure can be roughly checked by referring to the expenses on the income statement. A rough measure of the cash expenses can usually be obtained by using the operating expenses less any non-cash expenses such as depreciation.
For example, if there is no seasonal factor, the total amount divided by four should be an approximate check on the amount budgeted for the next 90 days.
Back to Outline III. Checking the Reasonableness of the Budget If it appears that the budgeted amounts will differ substantially from ratios and relationships taken from past statements, then further attention should be given to the budget. For instance, some factors may have been overlooked in budgeting, or past statement relationships may no longer be applicable, due to unrecognized changes.
Back to Outline IV. Sales and Other Potential Cash Sources Normally, sales activity is expected to produce the bulk of the cash receipts. If sales are made on a credit basis, accounts receivable will eventually be translated into cash as the customers pay their accounts.
The time required to collect outstanding accounts will have to be estimated, and provisions must be made for discounts, returns, allowances granted, and uncollectable accounts.
In addition to sales, there are many other potential cash sources.
These sources must be examined for possible additions to cash when setting up a total cash receipts budget for the year. Dividends and interest may be collected on investments or cash may be received from an incidental operation i.
Ordinarily, cash will be realized from the sale of investments in stocks and bonds and from the sale of machinery or other assets not incurred in the normal course of trade.
As a result of cash flow, stock may be issued or debt may be incurred with cash flowing. The various cost budgets, plans for capital acquisitions, commitments for the discharge of debt, and plans for dividend payments are brought together in a cash disbursements budget.
If possible, payments will be scheduled at convenient times, when cash balances are expected to be sufficiently high. Frequently, the demand for cash is not spread evenly throughout the year. Several large payments may become due in one particular month.
If cash receipts in that month are not expected to be sufficient, the company will either plan to hold back cash for these payments or will borrow. It is unlikely that disbursements will be made in every instance when costs are incurred or when materials and services are used.
Advertising, insurance and rent, for example, are often paid in advance with the cost being absorbed against future operations. A debt of cash disbursements is made by scheduling payments required for materials, labor, other operating costs, dividends, debt service, and so forth.
Budgeted cash receipts and disbursements are brought together to form a total cash budget. From this summary of estimated cash flow, it is possible to anticipate future cash balances.
In some months, receipts may not be large enough to cover disbursements. If this happens, the cash balance will have to be reduced. If the outflow of cash is too great, plans will have to be made to borrow funds.
In other months, when receipts are greater than disbursements, loans can be repaid and cash balances can be built up.
Back to Outline V. Reserve Financial plans are drawn up so that a minimum balance of cash will be available at all times.Also, a monthly cash budget helps pinpoint estimated cash balances at the end of each month which may foresee short-term cash shortfalls. Back to Outline. II. Consistent Budgets.
Cash budgeting is a continuous process that can be checked for consistency and accuracy by comparing budgeted amounts with amounts that can be expected from using typical ratios or financial statement relationships.
The new project in New York was going to involve a substantial financial investment but with careful planning and budgeting the CEO was sure he could make it work. Zero-based budgeting can be accomplished using a budget worksheet, budget software, or our free budget app.
Start budget planning today! There's an old adage about business that "cash is king" and, if that's so, then cash flow is the blood that keeps the heart of the kingdom pumping.
The cash budget is one of the primary tools used in short-term financial planning in order to plan for cash flow.
It is often developed on a month-by-month basis. A good cash budget allows the owner to see short-term financial needs and opportunities for the business. Business budgeting & cash flow forecasting software Up Your Cash Flow continues to provide professional business budgeting software to CPA's, CFOs, controllers, consultants and business owners to meet their budgeting and cash .