Budgetary control accounting system


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Budetary Control

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Budgetary control accounting system

  1. 1. XYZ-LTDBUDGETARY CONTROL Part 1of Budget Policy Milton 1/30/20121 Accounting Policies| XYZ-Ltd
  2. 2. 3 Budgetary Control3.1 Introduction3.1.1.1 Within the Law Firm, the Budget is an instrument by which the XYZ Ltd expresses its priorities and allocates resources to implement its policies. The Budget is a tool by which planned expenditures are controlled, at all branches of XYZ Ltd, including spending units/practice areas. The Budget applies to the projected revenues, capital revenue, and partner’s injections. Sichangi Partners Advocate branches, units and practice areas are required annually to present to the EXCOM, projection of estimated receipts and expenditure for the forthcoming financial year. This is referred to as the Annual Budget projection statement. This statement indicates separately the sums required to meet expenditure charged by Sichangi Partner branches, units and practice areas. The budgeting cycle consists of six phases broadly categorized as follows:  Setting of budget policy and initiatives: the EXCOM meets to determine budget policy, initiatives and priorities. These are then communicated to branches via Partner in Charge, of Branches and units through the Finance Department for XYZ Ltd.  Preparation: this stage includes the preparation and submission of budget estimates of expenditure and receipts by branches, units and practice areas (entities) and subsequent review and consolidation of estimates by the Accounting Department.  Authorisation: this stage involves submission of the Master Budget Statement before the EXCOM. This consists of two stages; approval by the EXCOM, and authentication by the CEO. The approved budget is referred to as the ‘Authorized Expenditure’.  Implementation: this stage refers to the communication of the budgets to the spending branches, units and practice areas through the Finance Department. On implementation of the Budget, the branches, units, practice areas (entity) can carry out activities and incur expenditure, for which funding has been given in that period.  Reporting and Monitoring: actual revenues and expenditures (including commitments) are recorded and reported to monitor progress against budget throughout the financial year. Reporting assists management  in decision making and in particular re-allocation of funds where required. This includes the provision of both internal and external reports.  Review: the periodical review of financial performance and the achievement of policy objectives by spending entities and external authorized persons. This includes audit activities and review by Accounting and Audit Committee. At year end outstanding commitments are reviewed and budget provision (through supplementary funds) made for the following year. For Revised Budget Estimates see and 3.3.13Budgeting Policies- Final Copy/Jan 2012 Page 2
  3. 3. The budgetary cycle is represented in the following diagram.Overview of the Sichangi Partners, Budgetary CycleNote:** Cash Budget Exempt** Preparation Policy Setting Authorisation Review Implementation Reporting and MonitoringBudgeting Policies- Final Copy/Jan 2012 Page 3
  4. 4. 3.2 General Policies3.2.1 Responsibilities for budgeting3.2.1.1 Spending branches, units and practice areas are responsible for the preparation of their own budget estimates. In each branch there is an accountant who is under the administrative control of the Finance Department. This Accountant/Accounts assistant guides the preparation of estimates by spending (entities) branch/Units and co-ordinates the budget with the Finance Department and various other teams as required throughout the budget cycle. A number of Sichangi Partners Advocate teams (entities) provide support during the budget process. These include various committees responsible for the review and approval of budget proposals (as nominated from time to time by the CEO), including:  the Partner  the FINANCE OFFICER  the SCASS Governance Resource3.2.2 General budget classifications3.2.2.1 The estimates provided in the Master Budget Projection Statement must be shown in accordance with financial accounting reporting standard requirements. Under the financial reporting standard the budget estimates must show separately:  The sums required to meet expenditure charged upon the Law Firm Revenue Fund (refer to Direction for a list of items included as charged expenditures)  The sums required to meet other expenditure, other than charged, proposed to be made from the same revenue and capital funds. Within these overall requirements, spending branches/units and practice areas are required to submit budget estimates in prescribed classifications. On the expenditure side, separate estimates are prepared for current and investment expenditures. Separate forecasts are also prepared for receipts. The classification of current and investment needs to be sub -classified into their Kenya Shillings and Foreign Exchange components both denominated in Kenya Shillings. Non-Investment expenditures refer to the on-going administrative Operations (recurrent) within branches, units and practice areas, in fulfilling its policy objectives. These include salaries and allowances of Partners, Associates, Legal Assistants, and paralegal staffs. There are two types of recurrent budget; permanent and temporary:  Permanent budget: these are recurrent expenditures that have previously been approved and are continuing. These include permanent staffing establishments, travelling, fixed allowances and contingent expenditure. This is submitted as the ‘Part I’ budget  Temporary budget: these are new items of recurrent expenditure such as temporary additions to existing establishments or services that have either continued on from year to year on a temporary basis or have been newly sanctioned and not included in the current year’s budget. This is submitted as the ‘New Items Statement’ (NIS) or ‘Part II’ budget.Budgeting Policies- Final Copy/Jan 2012 Page 4
  5. 5. Investment Expenditure refers to activities conducted and managed distinctly as the law firm business initiatives, with finite start and end dates and clearly specified deliverables. Investment Initiatives typically involve the construction or improvement of physical assets or the development of human resources. Investment Initiatives are submitted as ‘New Item Statements’. Investment budgets should have a flow-on effect to the recurrent budget. When a Investment Initiative is completed it should result in new items of recurrent expenditure, such as salaries, maintenance and utilities. Forecasts (Projection) of revenue shall be prepared by those entities responsible for administration of those revenues. This includes Finance Department, and Unit areas (entities) within Sichangi Partners Advocate Branches.3.2.3 Method of budgeting3.2.3.1 The method used by Branches and Units for preparing budget estimates will be determined by the Finance Department. Irrespective of the type of expenditure or method of budgeting used, the estimates provided to the Finance Department must be fully substantiated. Branches and their subordinate spending Units (entities0 should frame their budgets according to planned outcomes and not inputs. For example, Branches should first consider what outcomes it wishes to achieve against a particular Service Line/ Practice Area or Unit, rather than how many new staff it wishes to employ. Investment and recurrent budget estimates should be considered jointly, in order to determine whether the planed outcomes of the entity (and those of the law firm as a whole), can be met. Estimates of expenditure are to be provided on a cash basis, that is, expenditure incurred when payment is made within the financial year. This is consistent with the accounting policy for the recognition of expenditure. Forecasts of revenue are to be prepared on a cash basis, that is, based on what can reasonably be expected to be paid and collected in the financial year. This will be calculated from prior year collection figures, adjusted for changes in revenue collection policy. The forecasts will be provided in gross amounts (e.g. revenues will not be shown net of any related costs). This is also consistent with the related accounting policy for the recognition of revenues.3.2.4 Master Budget format3.2.4.1 The format by which budget estimates are to be submitted, consolidated and ultimately presented before the EXCOM and to Partners In charge will be the same, as determined by Finance Department, in consultation with the respective branch. The budget will be compiled to be consistent with the Chart of Accounts specifications.Budgeting Policies- Final Copy/Jan 2012 Page 5
  6. 6. 3.3 Detailed Procedures3.3.1 Introduction3.3.1.1 This section describes steps to be followed in the budgetary procedure, based on the components of the budgetary cycle as outlined in the Introduction (Direction These procedures refer to the budgeting process in general and, unless otherwise specified are applicable to all spending entities. Branches and units will ensure procedures for the collections of subsidiary details and the preparation and scrutiny of budget estimates are laid down in regulations of the law firm branches and units. From time to time the Accounting Department will issue orders pertaining to budgetary procedures. These include specific orders for a financial year or a particular class of expenditure. Such instructions are to be followed in conjunction with the procedures contained in this Manual. The following key controls are essential to the budgeting process:  all budget estimates for a branch or unit must be reviewed and signed off by the Partner In charge before it is submitted to the Finance Department  all budget estimates for a branch or unit must be approved and signed off as evidence by the Partner In Charge before it is submitted to the Finance Department  budget estimates and supporting schedules must be prepared in a prescribed format  the budgets must be authorised by the EXCOM  authorised budgets must be communicated to the FINANCE OFFICER so that a complete record is maintained for verification and authorisation of payment  the Finance Department must communicate the authorized budgets to the spending branches and units through release letters  The Branch Accountant/ Assistants for each entity (branch/units) must monitor actual transactions against budget.Budgeting Policies- Final Copy/Jan 2012 Page 6
  7. 7. 3.3.2 Budgeting procedure – overview Expenditure Branch/Units Revenue Collection Prepare Estimate: Prepare Prepare Prepare Permanent Estimate: Estimate: Preliminary Est.: Temporary Investment Revenue BAA Examine Current Examine Current Examine Estimate Estimate Examine Investment Revenue Estimate Estimate Approved: Finance Officer Submit Budget Order Submit New Item Submit Statements Preliminary Final Revenue Estimate Determine Size of Investment to take Review Current Review Estimate- BMPs Review Final Investment Priorities- BMPs Revenue Estimate- BMPs Prepare Prepare Expenditure Prepare Consolidated Expenditure on Estimates of Revenues Revenue on capital Account (Receipt) The Budget- Custody of Partner In charge of Finance Scheduled for AuthorizationUpdateAccounting and FO Communicate Budget to EXCOM Approval: EXCOMFunds Control Branches/Units Authenticated: Partners Budgeting Policies- Final Copy/Jan 2012 Page 7
  8. 8. 3.3.3 Policy setting and issue of Budget Circular3.3.3.1 Each year, the EXCOM must meet and set out the budget policy, including new initiatives, targets and priorities. The budget policy will establish the planned surplus or deficit, with underlying assumptions on economic growth, inflation and other planning parameters. After the EXCOM has set the budget policy, the Finance Department will prepare and issue the Budget Circulars. This document sets out the timetable in which budget estimates are to be provided by the spending branches /Units and any other relevant instructions to be followed. The deadlines for submission of estimates shown in the following sections are Indicative only, as they will vary from year to year and between branches circumstances. In all cases the dates shown in the Budget Circular shall be adhered to.3.3.4 Preparation of Recurrent Budget3.3.4.1 After the Budget Circular is issued, the law firm branches and units shall prepare detailed estimates of their recurrent expenditure for the forthcoming financial year. Investment budgets must be prepared on an integrated basis. Permanent and temporary budget estimates must not be prepared independently of one another. Estimates of recurrent expenditure must show separately, within each budget:  ‘charged’ and ‘other than charged’ expenditure  Expenditure on revenue account and expenditure on capital account. The Finance Officer must approve and sign off the budgets relevant to their entities. For each spending unit (entity) within a branch, the levels at which recurrent estimates are to be submitted is as follows:  For each revenue stream, the revenue and units of appropriation  For each primary unit of appropriation, to the detailed levels of both function and object heads3.3.5 Preparation of Recurrent (permanent) budget3.3.5.1 Estimates provided under the permanent budget, as defined in Direction3.2.2.3, Must only include items which have already been cleared by the Accounts/ Department. If an item appears in these estimates for the first time, it must be supported by a copy of the approval for continuation of that item on a permanent basis. It should not be assumed that estimates provided under the permanent budget are fixed items. All the branches and units should review their overall establishment requirements and patterns of contingent expenditure to identify potential cost savings when preparing their budget.Budgeting Policies- Final Copy/Jan 2012 Page 8
  9. 9. In order to form the basis for the following year budget estimates, revised estimates must be prepared for the current financial year. Revised estimates should be determined in light of:  Actual for the first 3 months of the current financial year plus actual for the last 9 months of the previous financial year  commitments entered into and expected to be paid in the current financial year 12 months actual for the previous two years adjustments arising from:  Re-appropriations within particular revenue stream during the current financial year  New items of expenditure approved through Supplementary Budget during the current financial year surrenders made or expected to be made during the current financial year.  Any other relevant factors  The impact of any investment and current expenditure factors. Where the revised budget exceeds the projected revenue, the branches and units must indicate how the excess is proposed to be met and the delegated authority who authorised the increase. Where the revised budget is less than the projected revenue by more than 5%, an explanation of the saving must be provided by the branch and units. Budget estimates for the next financial year are then prepared for each detailed head (detailed function and object within each unit of appropriation). For permanent budgets, the following information must be provided at detailed head level:  Actual for the last financial year and budget variances for that year  Budget estimate for the current financial year  Revised estimate for the current financial year  Budget estimate for the forthcoming financial year. From the information collected above, a statement will be prepared comparing the differences between:  Current year’s approved grant and the revised estimate  The budget estimate submitted for the current year and the estimate for next year. Budget estimates should be prepared to include subsidiary details in the prescribed form (e.g. Payrolls, calculation of allowances etc.), and made available for scrutiny by the Branch Partners, if requested. Other relevant factors should also be considered in developing an estimate for after next year’s budget. These include the following:  Adjustment for expected inflation as provided, increase in salary costs and any other planning assumptions provided in the budget call circular.  Known deferred liabilities, as recorded on the Liabilities Register, for the next year.  Anticipated savings arising from productivity gains, and reduction or termination of specific programs or initiatives. Estimates relating to approved establishments, both permanent and temporary, should take into account provisions for leave, expected vacancies and allowances payable toBudgeting Policies- Final Copy/Jan 2012 Page 9
  10. 10. employees, based on past actual and other relevant factors. Substantiation must be provided for variations from the previous year’s establishment.  Posts which will not be filled must not be provided for. This includes provision for staff on long-term transfer or leave.  Estimates of salaries must be supported by the number of posts against each establishment, and an explanation of any variation between the next year and the current year’s posts. Lump sum provision in the budget must not be made unless in exceptional circumstances. For example, the use of ‘other’ expenditure heads should be avoided, in favor of more clearly defined heads. Permanent budget estimates must be submitted by the (Branches and Units) concerned spending entities to the FINANCE OFFICER no later than 1 December each year. Subsequently the Budget pertaining to the permanent budget must be submitted to the Budget and Revenue Committee and copied to the FINANCE OFFICER, no later than 1 January3.3.5.13 The dates detailed are applicable unless otherwise notified by the CEO Office.Budgeting Policies- Final Copy/Jan 2012 Page 10
  11. 11. 3.3.6 Preparation of non-development (temporary) budget3.3.6.1 Temporary budget estimates, as defined in Direction, shall only be included in this section of the budget where already agreed with Finance Department. No scheme of fresh items can be included in the Budget unless it is complete and approved. The requirements for preparation of revised estimates and excesses and surrenders as given in Directions to also apply to temporary budgets. Temporary budget estimates must be submitted by the law firm branches and units (spending entities) to their respective branch partners in charge for examination no later than 1 December each year. Where clearance of fresh charge proposals is required by other branches or Head Office, it should be obtained prior to submission. Temporary budget estimates must be submitted to the Finance Officer no later than 20th December each year. Subsequently the budget pertaining to the temporary budget must be submitted to the Budget and Revenue Committee with a copy to the FINANCE OFFICER no later than 1 February. The comparative analysis of revised estimates with approved revenue and budget estimates for the current year and next year provided for in Direction should also be submitted. The dates detailed are applicable unless otherwise notified by the CEOs Office.3.3.7 Preparation of Investment budget3.3.7.1 Detailed procedures for the preparation, appraisal and approval of Investment Budget proposals are set out in the ‘Manual for Investment Budget Proposal’ issued by the PMB and are applicable to all branches and spending units. Investment Budget Proposal estimates must only be prepared for budgets approved in accordance with those procedures. When branches and spending units submit their proposals to the PMB for the Annual Investment Budgeting Programme, a copy of this submission must be forwarded to the FINANCE OFFICER. This will include detailed estimates for specific Investment projects. Estimates of development expenditure for each project/scheme must be furnished by spending entities to the Financial Advisor no later than 1 December each year. The following information for each project/scheme must be provided:  name of project/scheme  expected date of completion  physical targets to be achieved in the project  accumulated expenditure and percentage of completion up to the end of the previous year  revised budget estimate and physical targets for the current financial year  budget estimate for next financial year  Targets proposed for next financial year and basis for determining target. The level at which investment project budgets will be submitted is as follows:  Investment Capital Revenue within each capital expenditureBudgeting Policies- Final Copy/Jan 2012 Page 11
  12. 12.  At detailed function and object level for those heads pertaining to Investment project expenditures within each primary unit of appropriation. Branches and Units entities shall provide details of physical targets to be achieved by the investments, along with budget estimates. If a proposed investment is new, and a budget estimate is submitted for the first time, it should be accompanied by copies of the relevant investment proposal and capital budgeting investment decision authorization documentation. Proposals submitted to branches or units for expenditure(s) to be incurred under an investment project, shall be compiled by the same branch or unit and submitted to Accounting Department. The Law Firm branches and units (Spending entities) must ensure that there is no overlap of budgets between individual investment projects or between investment and recurrent expenditures. The local currency component of the investment estimate must be shown separately from the foreign currency component. In addition, these components of the investment budget are not interchangeable throughout any stage of the investment. In relation to the estimate of joint venture investment, the following rules shall apply:  All joint venture, and subsidiaries in both capital and loans, shall be incorporated into estimates of investment projects. Such estimates of joint ventures or subsidiaries must first be cleared by the EXCOM  The foreign currency component of an investment project estimate must be shown distinctly with the source and type of fund (e.g. Partner(s) Contribution, loan etc). This information shall be provided in a separate statement to the FINANCE OFFICER  Partner Contribution in the form of Assets, and legal expertise, where it is utilized within the investment, shall be provided for in the local currency component of the Investment estimate. Once satisfied with these estimates, the branch Accountant (BAA) must obtain approval from the FINANCE OFFICER, who will sign off the budgets. subsequently the estimates of Investment expenditure must be submitted to the Budget and Revenue Committee headed by the FINANCE OFFICER, in the form of a New Item Statement, no later than 20th December each year. The new item statement, countersigned by the delegated chair of PMB. This information should be shown in the budget book. After submission to the Finance Department, a number of review processes must be initiated to establish the available resources for investment expenditure and examine demands of branch/Unit investments needs. The review of each project must be made in light of the following factors:  overall resource position (resources available from the Budget to finance the Annual Investment)  Indentified priorities  phasing of Investment  status of Investment  availability of Capital or Funds  likelihood of completion in the forthcoming financial yearBudgeting Policies- Final Copy/Jan 2012 Page 12
  13. 13. Cash Budget Preparation3.3.7.15 Guidelines and General Policies Cash Budgeting estimates shall be part of budgetary control prepared by the FINANCE OFFICER /SA, showing how cash resources will be acquired and used over specific time period. The cash Budget will project cash resource need in term of deficit and excess3.3.7.17 The cash budget format will feature but not limited to the followings parameters  Receipt Section  Disbursement Section  Cash Excess or Cash Deficit  The Financing Section3.3.7.18 The Cash Budget should be broken down into various times periods; monthly, Quarterly, Semi Annually, and Yearly.  The Monthly Cash Budget will need to ready on the first day of the week of every month end  The Quarterly Budget will be submitted on the last working day of every quarters  The Semi- Annual Cash Budget will submit on the last working day of at the end of this period.  The Annual Cash Budget will be submitted on the last working day on the third week. Cash Budget Report Once a cash budget has been developed it will to be submitted to the Chief Operation Officer for the presentation to the CEOs office.Budgeting Policies- Final Copy/Jan 2012 Page 13
  14. 14. 3.3.8 Preparation of receipt estimates3.3.8.1 Estimates of receipts must be prepared by those authorities responsible for administering revenues. Preliminary revenue estimates must be submitted to the FINANCE OFFICER for scrutiny and forwarded to the Budget and Revenue Committee no later than 1 December each year. This enables the overall resource position to be determined for financing of the operation of the law firm. Final estimates, with explanatory notes, shall be received by 1 March each year. The authorities required to submit receipt estimates are the Partner In Charge with support from the BAA for branch revenue receipts, and equity and loan receipts.3.3.9 Consolidation of budget data3.3.9.1 After budget estimates have been reviewed by the BAA and approved by the FINANCE OFFICER , the demands for revenue stream for each branch and unit must be prepared and submitted, (along with the supporting Budget and New Item Statements) to the Budget and Revenue Committee. The Accounting Department shall review and consolidate the demands for revenue streams projection submitted by the law firm branches and units. We recommend that the law firm adopt to capture, verify and consolidate the budget data. The Accounting Department must review the consolidated estimates to ensure the Master Budget overall budget policy and objectives have been met, and make adjustments in consultation with Branch and Units Partners In charge in all required areas. Upon completion of the consolidation and review process the final Master Budget documents will be produced, and presented to the EXCOM.3.3.10 Authorisation3.3.10.1 Budgets approved in procedures as detailed earlier must subsequently be set before the EXCOM for authorisation. Authorised budgets must be recorded in the Schedule of Authorised Expenditure, with subsidiary information contained in the Details of Revenue sources and Appropriations annual publication (Recurrent and Investment expenditure).3.3.11 Implementation3.3.11.1 After the budget is authorised by the EXCOM, the Account Department must formally communicate the budgets, as set out in the Authorised Expenditure, to each branch, Units and to the Finance Department records. A separate release letter (Circular) must be sent from the Finance Department to the Branches, and law firm units, with copies to the respective authorized person(s), to advise on the ( source of funds) funds made available against these budgets. The SA, must communicate this information to the BAAs in all the branches.Budgeting Policies- Final Copy/Jan 2012 Page 14
  15. 15. An appropriation ledger must be maintained by the Accounting Department to record the initial distributions of budgets made to the law firm branches and units (entities) and any subsequent adjustments made throughout the year. It is the responsibility of the BAA to ensure the budgets applicable to his/her Branch or Unit are properly communicated to the various delegated officers in that entity. The BAAs will maintain a record of such this entities.3.3.12 Reporting and monitoring3.3.12.1 The BAAs of each branch and units is responsible for controlling expenditure from the available source of funds and will exercise this control through his/her delegated authorities. At a transaction level, Drawing and Disbursing Agents must ensure claims for payment are properly prepared and duly approved, as per the Schedule of Authorised Expenditure, classified, and recorded according to the rules procedures for expenditures laid down in chapter 4 of this Accounting Manual. No transaction exceeding the value of available source of funds can be passed for payment. However, if the claim is inevitably payable under legal contracts and insufficient funds exist, the demand for payment may be honoured. The disbursing Agent must report the matter to a delegated authority before approving the claim (Direction In such circumstances the SA/FINANCE OFFICER must take appropriate actions to find the extra funds for such payments. Any Law Firms branch and units required to undertake work or incur expenditure on behalf of another is required to exercise proper budgetary control over the funds provided by the principal authority (Partner In charge). The branch and units (entity) incurring the expenditure must ensure:  The funds provided by the principal entity are not exceeded  The money is spent for the purpose intended  Any anticipated savings are promptly surrendered back to the principal entity. The principal entity will communicate the revenue stream within which expenditure may be incurred to the concerned branch and unit and issue the required written approval for expenditure to be incurred by a nominated authority in that (Branch and Units) entity. The BAAs in each branch and units (entity), as part of his/her responsibility for monitoring expenditures, must submit a statement of excesses and surrenders to the Finance Department at prescribed dates, and in a format set down by the Finance Department. All anticipated cost savings must be surrendered to the Law Firm Common Accounts immediately as they are foreseen, but no later than 1st July each year. Cost Savings from source of funds provided after 1st July must be surrendered no later than 30th July. Stringent controls should be exercised in the expenditure of all potential or actual cost savings. In addition:  No savings should be held in reserve for possible future excessesBudgeting Policies- Final Copy/Jan 2012 Page 15
  16. 16.  Expenditure postponed must not be re-allocated to meet new items of expenditure  Expenditure must not be incurred simply because funds may be available within a particular revenue stream that cannot be properly utilised must be surrendered. Excesses (i.e. expenditure for which no provision has been made in the current year’s original budget) should not normally be incurred. However, in certain cases where budgetary factors have changed abnormally or have been under-estimated (such as growth rates and inflation) it is possible for the SA to reallocate funds, provided they are available from cost savings arising in the same revenue streams. In this case the SA or his/her delegated officer (BAAs) is permitted to re-allocate funds between the units allotments made to delegated officers (Administration Assistant) or between detailed object heads of the same primary unit of appropriation within a particular funds, provided the:  re-allocation is not to or from the establishment (salaries and allowances) budget  delegated authority is also an authority competent to approve expenditure under these heads  re-allocation is authorised before the expiry of the financial year to which the budget relates  Amount re-allocated does not exceed any financial limits as determined by the Accounting Department or EXCOM. Re-allocation between units (major object) of appropriation and between different funds must be approved by the Finance Department (Hill Finance). The specific authorities for such transfers are set out in the ‘Delegation of Financial Powers’ issued by the Accounting Policy Manual. The BAA/SA he or she is not permitted to re-allocate funds between Branch and Units. In all cases of funds re-allocation, the Accountant General’s office must be immediately informed once it has taken place. Re-allocation of funds between voted and charged components of the Budget is not permitted.Budgeting Policies- Final Copy/Jan 2012 Page 16
  17. 17. 3.3.13 Supplementary Source of Funds3.3.13.1 If funds are still not available within a particular revenue stream for a branch or unit, it should then consider whether the certain expenditure can be postponed. If it cannot be postponed, the branches and units (entity) can then apply to the Account Department (Hill Finance) for a Supplementary Source of Funds. A submission to the Account Department (Hill Finance) for a Supplementary source of Fund will not be accepted unless the excess is due to a cause beyond the control of the branch and Units (entity) concerned and expenditure cannot be legitimately postponed. Expenditure on new services or programs in which no provision in the budget has been made will not normally be admitted as a Supplementary source of funds and should be met from savings. The Finance Department will need to give their consent for the Supplementary revenue application. However, the Supplementary revenue application can only be approved by the EXCOM during the budgetary cycle for the following year. Expenditure during the interim period in respect of the additional appropriation applied for through the Supplementary budget application commencing from the CEO’s consent to the approval by will be governed by the law firm budgetary policy guidelines as issued from time to time.3.3.14 Review3.3.14.1 An annual statement of expenditures against budget (appropriation), referred to as the Annual Appropriation Accounts, is prepared and published by the Finance Officer and respective BAAs. All the Branches and self-accounting entities prepare and publish their own Annual Appropriation Accounts, duly certified by the SA. This report must provide, for the whole financial year just completed:  A comparison of actual expenditure with original and supplementary budget.  Details of excesses and surrenders and supporting explanatory notes (as provided by every branch and units)  Comparison of actual expenditure with previous year actual. This information will be provided for each revenue streams, down to minor function and object level. The review process also includes the auditing function, which may be both external (i.e. by the use of an outside auditing consultancy firm) or internal (involving the Finance Department staff). Internal review processes may assess performance against budget, and achievement of planning objectives against financial and non-financial performance measures. The Budgeting, Accounting and Audit Board Committee should investigate those cases in which a branches or units has incurred a material deviation from budget and make recommendations to the COO. The COO approves the material deviations from budget recommended by the Budget, Accounting and Audit Board Committee (excess expenditures) and publish the approval in the form of an Excess Budget Statement.Budgeting Policies- Final Copy/Jan 2012 Page 17
  18. 18. Information and feedback obtained from the above review processes will be used in developing next year’s budget, thus completing the budgetary cycle (Direction Specific Budgetary Procedures3.4.1 Introduction3.4.1.1 This section discusses specific aspects of the budgeting process that need to be considered in addition to the Detailed Procedures set out in the previous section.3.4.2 Charged Expenditures3.4.2.1 According to the partnership deed CAP 11 in relation to Rules liabilities of partners it sets out those items which are to be charged upon each partner.. These items are:  All Partners are liable jointly with the other partners for all debts and obligations of the firm incurred  the administrative expenses of the above offices  including interest, repayment of capital and other expenditure connected with the raising of loans, and the servicing  any sums required to satisfy any judgments, decrees or awards against the law firm  any other sums declared by the legal and regulatory requirement.(KRA etc)3.4.3 Centrally provided for expenditures3.4.3.1 The following expenditures shall be centrally provided for by the Accounts Office under instructions issued by the CEOs Office. These estimates are to be submitted to the Finance Department by the prescribed date for inclusion in the Master Budget Statement:  expenditure on pensions  loans and advances  Interest on miscellaneous debts.  Value Added Tax related issues  PAYE  Common Cost  Insurance  Audit Fee  Consultancy Fees  Training FeesBudgeting Policies- Final Copy/Jan 2012 Page 18