Capital Project Funds are used to account for financial resources used to acquire or construct major capital assets like land, buildings, infrastructure, and equipment. Projects are usually large expenditures that result in long-lived assets. Once a project is complete, any remaining funds are transferred to other funds like debt service funds. Transactions are recorded using journal entries to debit expenses and credit the capital project fund. At the end of the project, the fund is closed out and any remaining balance is transferred to other funds.
This document discusses preparing a capital budget and capital improvement plan. It identifies the key phases of a capital budget as planning, budget analysis/project evaluation, and acquiring/managing funds. A capital improvement plan is a spending plan over 3-5 years that identifies high-cost projects. The document discusses justifying, prioritizing, and defending proposed capital projects, as well as different financing methods like pay-as-you-go and debt financing using bonds or loans.
This document discusses capital budgeting and investment decision making. It begins by defining capital budgeting as the process of evaluating investment opportunities that require large capital outlays and have benefits received over many years in the future. The document then outlines the capital budgeting process, which includes identifying investment opportunities, evaluating proposals, selecting the most profitable project, allocating funding, and reviewing performance after completion. Finally, it discusses various methods that can be used to evaluate investment proposals, including payback period, accounting rate of return, net present value, and internal rate of return.
Capital budgeting is the process of evaluating long-term investment projects and determining whether they are worth funding through debt, equity, or retained earnings. It involves estimating future cash flows of potential projects, evaluating them using techniques like net present value, and choosing projects that increase shareholder value and have returns higher than the company's cost of capital. The objectives of capital budgeting include setting investment priorities, purchasing assets that generate positive returns, aligning investments with marketing plans, keeping pace with projected growth, and maintaining an optimal debt level.
This document outlines the process of capital budgeting, which involves 5 steps:
1) Project identification and generation where new investment proposals are created.
2) Project screening and evaluation where proposals are analyzed based on costs, benefits, risks and other criteria to select the most desirable ones.
3) Project selection where the best proposals are chosen based on selection criteria and financing alternatives.
4) Implementation where the selected projects are funded and implemented.
5) Performance review where actual results are compared to standards and lessons learned are applied to future capital budgeting cycles.
The government budget is a plan that estimates revenues and expenditures for government programs and projects for the fiscal year. It is prepared by the executive branch and must be approved by the legislative branch. The budget allocates funds for operations, salaries, capital projects, and debt repayment from sources like taxes and borrowings. It supports the national development plan through a multi-step process of preparation, authorization, implementation, and accountability.
This document provides an overview of Virginia's capital outlay funding processes. It discusses the evolution of capital funding, the capital budget development process, the capital pool process, equipment funding requests, non-pool projects, maintenance reserve eligibility, capital leases, emergency projects, and ESCO projects. The capital pool process involves agencies submitting capital budget requests, BCOM reviewing costs, and the governor and legislature approving funding. Other types of capital projects like equipment and non-pool projects follow different processes.
Sheet1Total initial investment$100millionPeriod10yearsProject plan 1leasing of trucks (Estimations)Leasing costs$750,000expected returns$100,000Period9yearsPayback period = cost of the project/annual cash flowspayback period = 7.5yearsThe project would be worth undertaking since the payback period is 7.5 years while the project will take 9 years.NPVAssuming required rate of return = 10%Cash flows$100,000Initial investment$750,000NPV = ($174,097.62)The NPV of leasing truck project is negative thsu according to this techniques, it is not profitable to undertake such a project.Project plan 2Introduction of new trailer partsAssuming required rate of return = 10%Expected annual cash flows$850,000Initial costs$4,600,000NPV$622,882.04The project is worth undertakingPayback periodExpected annual cash flows$850,000Initial costs$4,600,000Period10yearsPayback period = 5.4117647059The project should be undertaken.Project plan 3Starting a new outletAssuming required rate of return = 10%Expected annual cash flows$7,780,000Initial costs$38,600,000NPV$9,204,732.08The project is worth undertakingPayback periodExpected annual cash flows$7,780,000Initial costs$38,600,000Period10yearsPayback period = 4.9614395887The project should be undertaken.
Sheet2
Sheet3
Capital planning cycle
Eugene Douglass
Tiffany Simons
Angeline Petion
AIU Online
1
Introduction
A capital plan analyze all the expected projects to be carried out by the UPC Company for a period of 10 years given the amount of $100 million is to be used for the projects.
A workable plan should be developed in order to ensure the set budget is met and proper use of the funds.
Any additional funds needed would be obtained from the sale of fleet of trucks.
2
Capacity condition and need assessment
For proper implementation of the capital plan, the company management team should have a well drawn plan for each project extent and the conditions necessary for the project to be successful.
Different projects require differing needs and thus the company should have a well established requirements for each project to be undertaken.
This stage takes care of the various projects requirement in advance before the start of the capital plan.
3
…
Having clear knowledge of the needs of each specific project makes easy for the projects to deliver as expected.
It make available all the skilled man power for the expected projects and the resources.
Project proposal discussions and management
Capital plan project proposal entails giving the summary of the proposed projects to be carried out.
UPC Company intends to maintain competitive in the market.
The objectives of undertaking the projects would be to improve the company products and services provided.
…
Management is obligated to undertake project monitoring during the 10 year capital plan.
The company capital structure is 30% debt and 70% equity, hence for future funding, the company may decide to issue its shares to the public or borrow.
Capital .
This document discusses preparing a capital budget and capital improvement plan. It identifies the key phases of a capital budget as planning, budget analysis/project evaluation, and acquiring/managing funds. A capital improvement plan is a spending plan over 3-5 years that identifies high-cost projects. The document discusses justifying, prioritizing, and defending proposed capital projects, as well as different financing methods like pay-as-you-go and debt financing using bonds or loans.
This document discusses capital budgeting and investment decision making. It begins by defining capital budgeting as the process of evaluating investment opportunities that require large capital outlays and have benefits received over many years in the future. The document then outlines the capital budgeting process, which includes identifying investment opportunities, evaluating proposals, selecting the most profitable project, allocating funding, and reviewing performance after completion. Finally, it discusses various methods that can be used to evaluate investment proposals, including payback period, accounting rate of return, net present value, and internal rate of return.
Capital budgeting is the process of evaluating long-term investment projects and determining whether they are worth funding through debt, equity, or retained earnings. It involves estimating future cash flows of potential projects, evaluating them using techniques like net present value, and choosing projects that increase shareholder value and have returns higher than the company's cost of capital. The objectives of capital budgeting include setting investment priorities, purchasing assets that generate positive returns, aligning investments with marketing plans, keeping pace with projected growth, and maintaining an optimal debt level.
This document outlines the process of capital budgeting, which involves 5 steps:
1) Project identification and generation where new investment proposals are created.
2) Project screening and evaluation where proposals are analyzed based on costs, benefits, risks and other criteria to select the most desirable ones.
3) Project selection where the best proposals are chosen based on selection criteria and financing alternatives.
4) Implementation where the selected projects are funded and implemented.
5) Performance review where actual results are compared to standards and lessons learned are applied to future capital budgeting cycles.
The government budget is a plan that estimates revenues and expenditures for government programs and projects for the fiscal year. It is prepared by the executive branch and must be approved by the legislative branch. The budget allocates funds for operations, salaries, capital projects, and debt repayment from sources like taxes and borrowings. It supports the national development plan through a multi-step process of preparation, authorization, implementation, and accountability.
This document provides an overview of Virginia's capital outlay funding processes. It discusses the evolution of capital funding, the capital budget development process, the capital pool process, equipment funding requests, non-pool projects, maintenance reserve eligibility, capital leases, emergency projects, and ESCO projects. The capital pool process involves agencies submitting capital budget requests, BCOM reviewing costs, and the governor and legislature approving funding. Other types of capital projects like equipment and non-pool projects follow different processes.
Sheet1Total initial investment$100millionPeriod10yearsProject plan 1leasing of trucks (Estimations)Leasing costs$750,000expected returns$100,000Period9yearsPayback period = cost of the project/annual cash flowspayback period = 7.5yearsThe project would be worth undertaking since the payback period is 7.5 years while the project will take 9 years.NPVAssuming required rate of return = 10%Cash flows$100,000Initial investment$750,000NPV = ($174,097.62)The NPV of leasing truck project is negative thsu according to this techniques, it is not profitable to undertake such a project.Project plan 2Introduction of new trailer partsAssuming required rate of return = 10%Expected annual cash flows$850,000Initial costs$4,600,000NPV$622,882.04The project is worth undertakingPayback periodExpected annual cash flows$850,000Initial costs$4,600,000Period10yearsPayback period = 5.4117647059The project should be undertaken.Project plan 3Starting a new outletAssuming required rate of return = 10%Expected annual cash flows$7,780,000Initial costs$38,600,000NPV$9,204,732.08The project is worth undertakingPayback periodExpected annual cash flows$7,780,000Initial costs$38,600,000Period10yearsPayback period = 4.9614395887The project should be undertaken.
Sheet2
Sheet3
Capital planning cycle
Eugene Douglass
Tiffany Simons
Angeline Petion
AIU Online
1
Introduction
A capital plan analyze all the expected projects to be carried out by the UPC Company for a period of 10 years given the amount of $100 million is to be used for the projects.
A workable plan should be developed in order to ensure the set budget is met and proper use of the funds.
Any additional funds needed would be obtained from the sale of fleet of trucks.
2
Capacity condition and need assessment
For proper implementation of the capital plan, the company management team should have a well drawn plan for each project extent and the conditions necessary for the project to be successful.
Different projects require differing needs and thus the company should have a well established requirements for each project to be undertaken.
This stage takes care of the various projects requirement in advance before the start of the capital plan.
3
…
Having clear knowledge of the needs of each specific project makes easy for the projects to deliver as expected.
It make available all the skilled man power for the expected projects and the resources.
Project proposal discussions and management
Capital plan project proposal entails giving the summary of the proposed projects to be carried out.
UPC Company intends to maintain competitive in the market.
The objectives of undertaking the projects would be to improve the company products and services provided.
…
Management is obligated to undertake project monitoring during the 10 year capital plan.
The company capital structure is 30% debt and 70% equity, hence for future funding, the company may decide to issue its shares to the public or borrow.
Capital .
This document provides an overview of a course on construction economics and finance. It discusses why construction economics and finance are important subjects, covering topics like cost consciousness, project appraisal, demand and supply analysis, and decision-making under resource constraints. It also defines key terms related to construction economics and finance like assets, liabilities, equity, and debt. Additionally, it discusses important ratios used in construction economics like profitability ratios and times interest earned ratio, which are used to analyze financial health and debt management ability.
This document provides guidelines for accounting for and reporting fixed assets according to Generally Accepted Accounting Principles and Governmental Accounting Standards Board Statement 34. It defines what qualifies as a capital asset and establishes capitalization thresholds. It also outlines the classification, acquisition costs, donations, and categories of fixed assets including land, land improvements, buildings, equipment, and infrastructure.
This document discusses capital budgeting, which relates to long-term investment decisions for firms. It defines capital budgeting as decisions regarding long-term assets that provide benefits over multiple years in the future. Some key points made include:
- Capital budgeting decisions involve large amounts of funds for long-term goals and are difficult and irreversible.
- The capital budgeting process considers total assets, business risk, and the cost of capital. It also distinguishes between unlimited funds and capital rationing situations.
- The capital budgeting process involves five steps: proposal generation, review and analysis, decision-making, implementation, and follow-up.
- Popular capital budgeting methods are discussed, including
The document discusses various types of budgets used in budgetary control including: sales, production, cost of production, purchase, personnel, R&D, capital expenditure, cash, master, fixed, flexible, and zero-base budgets. It also discusses capital budgeting techniques for evaluating investment proposals including payback period, accounting rate of return, net present value, profitability index, and internal rate of return.
ED chapter 3- by Dr.K.G.Raja Sabarish Babu, Assistant Professor, Research Dep...BBAsourashtracollege
This document provides information on project identification and classification. It defines a project and discusses how projects can be classified in different ways, including by sector, quantifiability, factor intensity, causation, and magnitude. It also outlines the typical stages in a project lifecycle from pre-investment to construction to normalization. Key components of a project report are identified, including general information, project description, market potential, capital costs, working capital assessment, and financial considerations.
- Ind AS 23 outlines the accounting treatment for borrowing costs. Borrowing costs directly attributable to the acquisition, construction or production of a qualifying asset must be capitalized as part of the cost of the asset, rather than being expensed.
- A qualifying asset is one that takes a substantial period of time to get ready for its intended use or sale. Borrowing costs include interest expense, finance charges, and exchange differences from foreign currency borrowings used to acquire qualifying assets.
- Capitalization of borrowing costs begins when asset expenditures begin, borrowing costs are incurred, and activities to prepare the asset are underway. Capitalization is suspended during extended delays and ceases when the asset is substantially complete.
The document discusses capital budgeting, which refers to a company's process of making investment decisions in long-term assets or projects. It covers the objectives, types, and process of capital budgeting decisions. Some key points:
- Capital budgeting decisions are among the most important financial decisions as they impact a company's future profitability and growth.
- The capital budgeting process involves generating investment proposals, estimating cash flows, evaluating proposals using methods like NPV or IRR, selecting projects, and reviewing projects after completion.
- Traditional methods like payback period and accounting rate of return do not consider the time value of money, while modern discounted cash flow methods like NPV and IRR do.
CAPITAL BUDGETING. for the business purposesHAFIDHISAIDI1
This document provides an outline and introduction to capital budgeting. It discusses determining relevant cash flows, capital budgeting techniques under certainty, and some of the main capital budgeting techniques including payback period, accounting rate of return, net present value, internal rate of return, and profitability index. It also discusses problems that can arise with using the internal rate of return method, such as the potential for multiple internal rates of return when cash flows are non-conventional.
CAPITAL BUDGETING. for the business purposesHAFIDHISAIDI1
This document provides an outline and introduction to capital budgeting. It discusses determining relevant cash flows, capital budgeting techniques under certainty, and some of the main capital budgeting techniques including payback period, accounting rate of return, net present value, internal rate of return, and profitability index. It also discusses problems that can arise with using the internal rate of return method, such as the potential for multiple internal rates of return when cash flows are non-conventional.
Capital project funds are used by governments to account for financial resources that are used for acquiring or constructing major capital assets like buildings, roads, and bridges. The funds track money from sources like bond proceeds, grants, and budget appropriations over the life of the capital project. Once complete, the capital project fund is closed. Notes to financial statements must disclose details of debt, unused credit lines, pledged assets, and terms that could trigger default according to GASB standards. Special revenue funds are similar but store money dedicated to specific purposes, while general funds are more flexible. Acquisition of long-term assets is recorded across fund types and in the general fixed assets account group.
The document discusses capital budgeting and investment project evaluation. It defines capital budgeting as evaluating long-term investment proposals to maximize investor wealth. The key steps in the capital budgeting process are planning potential investments, evaluating proposals using techniques like NPV and IRR, selecting projects, implementing, controlling, and reviewing projects. Cash flows, including initial investments, interim cash flows, and terminal cash flows, are crucial to accurately evaluate projects. The document provides examples of calculating relevant cash flows for capital budgeting analysis.
National budget (philippines setting) by Ms. Merafe A. Ebreomerafe ebreo
The document discusses the national budgeting process in the Philippines. It defines what a national budget is as the government's estimate of income and expenditures for the fiscal year. There are two major sources of money for the national budget: revenues and borrowings. The budget process involves four phases - preparation, authorization, implementation, and accountability. The national budget is allocated to fund various government programs and projects, operation of offices, payment of salaries, and debt payments. It is categorized into current operating expenditures, capital outlays, net lending, and debt amortization.
The document outlines the budget process and preparation steps for the Department of Education in the Philippines. It discusses:
1) The budget preparation begins in December with a call from the Department of Budget and Management. Each department prepares estimates following DBM guidelines.
2) Departments must submit budget requests with objectives, expenditures, programs and projects, staffing plans, and other required information.
3) The budget undergoes legislative authorization through hearings and debates. It details issues that can arise like inaccuracy, rigid decision making, and a focus only on financial outcomes rather than other priorities.
Financial analysis and appraisal of projects.pptxJaafar47
This document summarizes guidelines for conducting financial analysis of projects. It discusses identifying and quantifying costs and benefits, classifying costs as tangible or intangible, and valuing costs and benefits using market prices. It also covers investment profitability analysis methods like payback period, net present value, internal rate of return, and profitability index. Specifically, it provides examples of calculating payback period for projects with both unequal and uniform cash flows to illustrate the method.
The document discusses various aspects of financial management including scope, objectives, sources of funds, investment decisions, dividend decisions, liquidity management, and capital budgeting. The key objectives of financial management are to maximize shareholder value and profit through efficient planning, financing, investing, monitoring, and control. A finance manager is responsible for raising capital through equity, debt, and bank loans; making prudent investment decisions using methods like net present value; and ensuring adequate liquidity and working capital. Capital budgeting involves generating, analyzing, selecting, executing, and reviewing investment projects using both non-discounting and discounted cash flow methods.
The document discusses capital budgeting, which is the process companies use to evaluate long-term investments. It involves identifying potential capital projects, analyzing their expected cash flows, prioritizing projects based on available resources and strategy, and monitoring approved projects. The goals are to increase company value and returns. Key aspects covered include the capital budgeting process, principles, types of projects, and importance of making sound capital budgeting decisions given the large investments, long-term implications, risks, and difficulty of accurately forecasting future cash flows.
This document outlines the structure and content of an exam for a financial management course. It includes:
- Three sections (A, B, C) worth a total of 100 marks over 195 minutes
- Section content covering topics like working capital management, investment appraisal, business finance, and risk management
- Chapter overview on investment appraisal techniques including definitions of capital expenditure vs revenue expenditure
- Discussion of factors to consider for capital expenditure like investment objectives, capital budgets, and investment appraisal
- Explanation of various investment appraisal methods like accounting rate of return, payback period, net present value, and internal rate of return
The document provides examples and practice questions related to calculating and applying the accounting rate
This document provides an overview of funding routes for asset management projects in the public sector. It discusses traditional sources of funding such as Public Works Loan Board (PWLB) borrowing as well as alternative sources like grants, private loans, partnerships, and tax incremental funding. The document emphasizes using a business case approach to evaluate options and choose the optimal funding mix by considering factors like costs, risks, and project requirements. It also provides examples of innovative funding deals recently utilized by various UK local authorities.
The document summarizes Rockingham County, Virginia's Capital Improvements Program for fiscal years 2016-2020. It outlines 45 capital project requests totaling $164.7 million from various county departments. The largest categories are education (24%), public safety (35%), and public works (33%). It then provides details on each of the 9 education project requests totaling $39.4 million, including digital conversion of schools, bus replacement, and facility maintenance. The program aims to anticipate future needs, avoid duplication, and help spread costs over multiple years.
This document discusses payoff matrices and their use in decision making under conditions of certainty, risk, and uncertainty. A payoff matrix displays the potential returns of different strategies based on different possible future states. It allows decision makers to evaluate strategies and choose the one with the best payoff. The document outlines four criteria for decision making under uncertainty - Wald, Hurwicz Alpha, Savage, and Laplace. Each applies a different mathematical approach to determine the optimal strategy based on the payoffs in the matrix.
The document discusses the strategic management process and its key tasks. It outlines the five tasks of strategic management: developing a strategic vision and mission, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance and making corrections. It provides examples of mission and vision statements from various companies and discusses the importance of setting both financial and strategic objectives.
This document provides an overview of a course on construction economics and finance. It discusses why construction economics and finance are important subjects, covering topics like cost consciousness, project appraisal, demand and supply analysis, and decision-making under resource constraints. It also defines key terms related to construction economics and finance like assets, liabilities, equity, and debt. Additionally, it discusses important ratios used in construction economics like profitability ratios and times interest earned ratio, which are used to analyze financial health and debt management ability.
This document provides guidelines for accounting for and reporting fixed assets according to Generally Accepted Accounting Principles and Governmental Accounting Standards Board Statement 34. It defines what qualifies as a capital asset and establishes capitalization thresholds. It also outlines the classification, acquisition costs, donations, and categories of fixed assets including land, land improvements, buildings, equipment, and infrastructure.
This document discusses capital budgeting, which relates to long-term investment decisions for firms. It defines capital budgeting as decisions regarding long-term assets that provide benefits over multiple years in the future. Some key points made include:
- Capital budgeting decisions involve large amounts of funds for long-term goals and are difficult and irreversible.
- The capital budgeting process considers total assets, business risk, and the cost of capital. It also distinguishes between unlimited funds and capital rationing situations.
- The capital budgeting process involves five steps: proposal generation, review and analysis, decision-making, implementation, and follow-up.
- Popular capital budgeting methods are discussed, including
The document discusses various types of budgets used in budgetary control including: sales, production, cost of production, purchase, personnel, R&D, capital expenditure, cash, master, fixed, flexible, and zero-base budgets. It also discusses capital budgeting techniques for evaluating investment proposals including payback period, accounting rate of return, net present value, profitability index, and internal rate of return.
ED chapter 3- by Dr.K.G.Raja Sabarish Babu, Assistant Professor, Research Dep...BBAsourashtracollege
This document provides information on project identification and classification. It defines a project and discusses how projects can be classified in different ways, including by sector, quantifiability, factor intensity, causation, and magnitude. It also outlines the typical stages in a project lifecycle from pre-investment to construction to normalization. Key components of a project report are identified, including general information, project description, market potential, capital costs, working capital assessment, and financial considerations.
- Ind AS 23 outlines the accounting treatment for borrowing costs. Borrowing costs directly attributable to the acquisition, construction or production of a qualifying asset must be capitalized as part of the cost of the asset, rather than being expensed.
- A qualifying asset is one that takes a substantial period of time to get ready for its intended use or sale. Borrowing costs include interest expense, finance charges, and exchange differences from foreign currency borrowings used to acquire qualifying assets.
- Capitalization of borrowing costs begins when asset expenditures begin, borrowing costs are incurred, and activities to prepare the asset are underway. Capitalization is suspended during extended delays and ceases when the asset is substantially complete.
The document discusses capital budgeting, which refers to a company's process of making investment decisions in long-term assets or projects. It covers the objectives, types, and process of capital budgeting decisions. Some key points:
- Capital budgeting decisions are among the most important financial decisions as they impact a company's future profitability and growth.
- The capital budgeting process involves generating investment proposals, estimating cash flows, evaluating proposals using methods like NPV or IRR, selecting projects, and reviewing projects after completion.
- Traditional methods like payback period and accounting rate of return do not consider the time value of money, while modern discounted cash flow methods like NPV and IRR do.
CAPITAL BUDGETING. for the business purposesHAFIDHISAIDI1
This document provides an outline and introduction to capital budgeting. It discusses determining relevant cash flows, capital budgeting techniques under certainty, and some of the main capital budgeting techniques including payback period, accounting rate of return, net present value, internal rate of return, and profitability index. It also discusses problems that can arise with using the internal rate of return method, such as the potential for multiple internal rates of return when cash flows are non-conventional.
CAPITAL BUDGETING. for the business purposesHAFIDHISAIDI1
This document provides an outline and introduction to capital budgeting. It discusses determining relevant cash flows, capital budgeting techniques under certainty, and some of the main capital budgeting techniques including payback period, accounting rate of return, net present value, internal rate of return, and profitability index. It also discusses problems that can arise with using the internal rate of return method, such as the potential for multiple internal rates of return when cash flows are non-conventional.
Capital project funds are used by governments to account for financial resources that are used for acquiring or constructing major capital assets like buildings, roads, and bridges. The funds track money from sources like bond proceeds, grants, and budget appropriations over the life of the capital project. Once complete, the capital project fund is closed. Notes to financial statements must disclose details of debt, unused credit lines, pledged assets, and terms that could trigger default according to GASB standards. Special revenue funds are similar but store money dedicated to specific purposes, while general funds are more flexible. Acquisition of long-term assets is recorded across fund types and in the general fixed assets account group.
The document discusses capital budgeting and investment project evaluation. It defines capital budgeting as evaluating long-term investment proposals to maximize investor wealth. The key steps in the capital budgeting process are planning potential investments, evaluating proposals using techniques like NPV and IRR, selecting projects, implementing, controlling, and reviewing projects. Cash flows, including initial investments, interim cash flows, and terminal cash flows, are crucial to accurately evaluate projects. The document provides examples of calculating relevant cash flows for capital budgeting analysis.
National budget (philippines setting) by Ms. Merafe A. Ebreomerafe ebreo
The document discusses the national budgeting process in the Philippines. It defines what a national budget is as the government's estimate of income and expenditures for the fiscal year. There are two major sources of money for the national budget: revenues and borrowings. The budget process involves four phases - preparation, authorization, implementation, and accountability. The national budget is allocated to fund various government programs and projects, operation of offices, payment of salaries, and debt payments. It is categorized into current operating expenditures, capital outlays, net lending, and debt amortization.
The document outlines the budget process and preparation steps for the Department of Education in the Philippines. It discusses:
1) The budget preparation begins in December with a call from the Department of Budget and Management. Each department prepares estimates following DBM guidelines.
2) Departments must submit budget requests with objectives, expenditures, programs and projects, staffing plans, and other required information.
3) The budget undergoes legislative authorization through hearings and debates. It details issues that can arise like inaccuracy, rigid decision making, and a focus only on financial outcomes rather than other priorities.
Financial analysis and appraisal of projects.pptxJaafar47
This document summarizes guidelines for conducting financial analysis of projects. It discusses identifying and quantifying costs and benefits, classifying costs as tangible or intangible, and valuing costs and benefits using market prices. It also covers investment profitability analysis methods like payback period, net present value, internal rate of return, and profitability index. Specifically, it provides examples of calculating payback period for projects with both unequal and uniform cash flows to illustrate the method.
The document discusses various aspects of financial management including scope, objectives, sources of funds, investment decisions, dividend decisions, liquidity management, and capital budgeting. The key objectives of financial management are to maximize shareholder value and profit through efficient planning, financing, investing, monitoring, and control. A finance manager is responsible for raising capital through equity, debt, and bank loans; making prudent investment decisions using methods like net present value; and ensuring adequate liquidity and working capital. Capital budgeting involves generating, analyzing, selecting, executing, and reviewing investment projects using both non-discounting and discounted cash flow methods.
The document discusses capital budgeting, which is the process companies use to evaluate long-term investments. It involves identifying potential capital projects, analyzing their expected cash flows, prioritizing projects based on available resources and strategy, and monitoring approved projects. The goals are to increase company value and returns. Key aspects covered include the capital budgeting process, principles, types of projects, and importance of making sound capital budgeting decisions given the large investments, long-term implications, risks, and difficulty of accurately forecasting future cash flows.
This document outlines the structure and content of an exam for a financial management course. It includes:
- Three sections (A, B, C) worth a total of 100 marks over 195 minutes
- Section content covering topics like working capital management, investment appraisal, business finance, and risk management
- Chapter overview on investment appraisal techniques including definitions of capital expenditure vs revenue expenditure
- Discussion of factors to consider for capital expenditure like investment objectives, capital budgets, and investment appraisal
- Explanation of various investment appraisal methods like accounting rate of return, payback period, net present value, and internal rate of return
The document provides examples and practice questions related to calculating and applying the accounting rate
This document provides an overview of funding routes for asset management projects in the public sector. It discusses traditional sources of funding such as Public Works Loan Board (PWLB) borrowing as well as alternative sources like grants, private loans, partnerships, and tax incremental funding. The document emphasizes using a business case approach to evaluate options and choose the optimal funding mix by considering factors like costs, risks, and project requirements. It also provides examples of innovative funding deals recently utilized by various UK local authorities.
The document summarizes Rockingham County, Virginia's Capital Improvements Program for fiscal years 2016-2020. It outlines 45 capital project requests totaling $164.7 million from various county departments. The largest categories are education (24%), public safety (35%), and public works (33%). It then provides details on each of the 9 education project requests totaling $39.4 million, including digital conversion of schools, bus replacement, and facility maintenance. The program aims to anticipate future needs, avoid duplication, and help spread costs over multiple years.
Similar to 407_Capital Project Fund_27.10.22.pptx (20)
This document discusses payoff matrices and their use in decision making under conditions of certainty, risk, and uncertainty. A payoff matrix displays the potential returns of different strategies based on different possible future states. It allows decision makers to evaluate strategies and choose the one with the best payoff. The document outlines four criteria for decision making under uncertainty - Wald, Hurwicz Alpha, Savage, and Laplace. Each applies a different mathematical approach to determine the optimal strategy based on the payoffs in the matrix.
The document discusses the strategic management process and its key tasks. It outlines the five tasks of strategic management: developing a strategic vision and mission, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance and making corrections. It provides examples of mission and vision statements from various companies and discusses the importance of setting both financial and strategic objectives.
The general fund is the primary operating fund of a governmental entity that is used to account for essential governmental functions. General fund revenues come from taxes, fees, grants and are not dedicated to specific programs. The general fund is used to pay for daily operations like supplies, salaries and other administrative costs. Governments classify revenues and expenditures by fund, program, organization, activity, object and character for budgeting and accounting purposes. Special funds are used for specific purposes while debt services funds are used for repayment of long-term debt. Encumbrance accounting reserves a portion of the budget for obligations or purchase orders that have yet to be paid.
This document discusses various business strategies that a firm can pursue, including stability, expansion, retrenchment, and combination strategies. It also discusses how the Boston Consulting Group (BCG) product portfolio matrix can help a firm select a strategy. The BCG matrix analyzes products based on their market share and growth rate to classify them as stars, cash cows, question marks, or dogs. This helps determine whether a strategy of stability, expansion, retrenchment, or combination would be most appropriate. Finally, the document discusses factors that influence strategic choices, such as managerial perceptions, attitudes toward risk, awareness of strategies, and power relationships.
This document discusses key aspects of just-in-time (JIT) inventory systems. It identifies several factors that are essential for the success of JIT, including identifying costs that do not add value, controlling production to reduce lead times and inventory, implementing group technology to improve workflow, and ensuring strong worker participation through motivation and multifunctional roles. JIT aims to minimize stock by having materials, parts and assemblies arrive just when needed through rigorous planning and consideration of these critical success factors.
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407_Capital Project Fund_27.10.22.pptx
1. Capital Project Fund
Capital Project Funds are used to account for financial resources to be
used for the acquisition or construction of major capital facilities other
than those financed by resources from proprietary type activities which
are accounted for in enterprise funds or those financed with funds held
by the government in a trustee capacity.
These projects usually involve large expenditures and result in assets
with extended life spans. Once the asset has been completed, the fund is
terminated. These include land, improvements to land, buildings and
building improvements, and infrastructure.
2. Sources of CPF: Funds for capital projects come from a variety of
sources, like revenue funds, debt funds, and others. Each has its own
set of conditions for use.
Outright purchase from fund cash;
By constructing, and utilizing the government’s own workforce;
By constructing, utilizing the services of private contractors;
By capital lease agreement.
3.
4.
5.
6.
7. Capital Projects Fund Characteristics
Capital Project Funds use modified accrual basis accounting and
recognized encumbrances.
They may also use budgetary accounting.
Capital project funds are "limited life funds:" they exist for the life of
the project and are then closed.
Surplus monies in the fund at closing are transferred either to a debt
service fund or to the general fund.
8. Assets acquired or constructed through capital projects funds
are reported in the Governmentwide financial statements.
Although the expenditures made to construct or acquire capital
assets are recognized in the capital projects funds, the capital
asset itself is not recognized in the capital projects fund. Like all
governmental funds, capital asset funds cannot recognize fixed
assets. This includes "construction in progress," which
represents the cost of an incomplete fixed asset.
9. Purpose of Capital Project Fund
Capital Project Fund can be termed as one of the essential fund
management techniques today. There are numerous reasons why
Capital Project Fund is managed:
Capital Project Fund is important to note down all the expenses, to
properly show how the fund was utilized within the capital process.
Capital Project Fund helps in the audit process. Even though Capital
Project Fund is for a special designated purpose, external auditors
still need to see how expenses were distributed over the course of
time. In this regard, it becomes essential to ensure that all the
relevant invoices are intact. Capital Project Fund reconciliation is an
important part of the overall audit of the organization.
10. Capital Project Fund is important to segregate normal
procedural tasks from special tasks. For government-run
organizations, there is a separate fund for generic activities. On
the other hand, there is a specific fund that is directed toward
these special projects. It is a good idea to separate both of
them in order to avoid any confusion.
Capital Project Funds also help in budgeting and future
planning for organizations and special projects.
11. Legal Requirements
A. Budgeting for the Project: Each capital project needs a budget, and the
budget should be recorded in the accounting records. The project budget should
be for the project’s life and amended only if the budgeted amount changes during
the project. At fiscal year-end, the capital projects fund’s budget is not closed
out, unlike all other governmental funds. However, revenues and expenditures
are closed out to fund balance. The board is responsible for providing proper
budgetary control and overseeing the capital projects fund’s budget. It is
essential to use budget modifications to prevent the over-appropriation of
available funds. The board should use budget status reports to ensure compliance
with required budgetary control procedures. Additionally, the board is required
to ensure compliance with Govt. policies (e.g., procurement, cash management,
and investment) and laws that would pertain to the capital project.
12. . Monitoring and Reporting
Once a capital project budget has been established and the project has begun, local
officials and/or their designees should monitor the project activity on a regular
basis. At a minimum, such monitoring should include:
• A review of project expenditures and encumbrances in relation to the project
budget and awarded contracts.
• The board must amend the project budget when necessary to prevent appropriation
items from being overdrawn.
• A review of the availability and timeliness of revenue sources identified in the
capital budget.
• A confirmation of the adequacy of cash flow needs necessary for the timely
completion of the project.
• A review of project status compared to initially projected timelines.
13. Report on Project Status and Activities: Producing project status
reports will assist officials throughout the project with tracking
budgeted revenues and making informed decisions, such as considering
change order requests and meeting cash flow demands. Meaningful
reports provide a comparison of actual results to the project plan, and
should include:
• Revenue and expenditure activity in comparison to the project budget,
showing:
i) Available appropriations; and
ii) Percentage of project budget expended.
• Percentage of the project completed in comparison to the initial
timeline projected.
• Significant changes to project scope or costs.
14. Capital Improvement Fund
A capital improvement is the addition of a permanent structural change or the
restoration of some aspect of a property that will either enhance the property's
overall value, prolongs its useful life, or adapt it to new uses. Individuals,
businesses, and cities can make capital improvements to the property they own.
Often capital improvements are given favorable tax treatment and may be
exempted from sales tax in certain jurisdictions.
Capital Improvements
Additions, such as a deck, pool, additional room, etc.
Renovating an entire room.
Installing central air conditioning, new plumbing fixtures, etc.
Replacing 30% or more of a building component (for example, roof,
windows, floors, electrical system, etc.)
15. The example of the capital fund, and how it is maintained by organizations is
explained with the help of the following paradigm.
The Rajhsahi City Corporation is entrusted with the responsibility of ensuring
that all the roads of the city are duly maintained before the monsoon season. In
this regard, they got funds amounting to Tk.300,00,00,000 from the central
Government and a couple of other agencies.
They planned to utilize this budget in the road construction project, by
outsourcing this to a construction contractor through a tender. The tender
adverts and admin costs amounted to Tk.5,00,00,000. Additionally, the
constructor agreed on the price of Tk. 270,00,00,000. The Rajhsahi City
Corporation then decided to utilize the remaining funds for signboards, as well
as for trees alongside the new roads.
16. How Capital Fund Projects are created in order to record transactions and
records for a specific particular project. After the project (the road construction)
is completed, the account is closed. This is further included in the following
way.
Capital Projects Fund
Description Debit
Tk.
Credit
Tk.
Contractor Fee 270,00,00,000
Tender Fee 5,00,00,000
Plantation Drive 25,00,00000
Funds Received from Central Govt. 300,00,00,000
17. Journal Entries
A. In order to record the journal entries, for a Capital Fund Project, the
accounting treatment is similar to that of a normal revenue and expense
journal. To record the transaction where the funds are received, the
following journal entry is made. This is basically to record the incoming of
funds.
Bank …………………Dr.
Fund Received…………………Cr.
18. B. when these funds are utilized or duly expensed, the following journal
entry is made. That is, it shows how expenses are recorded in the form of
journal entries. :
Expenses…………..Debit
Bank………………..Credit
19. C. The main journal entry that is recorded when recording Capital
Projects Fund is as follows:
Expenses ……………..Debit
Capital Project Fund………………..Credit
21. GENERAL FIXED ASSETS ACCOUNT GROUP
The General Fixed Assets Account Group is maintained to account for
fixed assets acquired or constructed for general governmental purposes.
These include all fixed assets except those accounted for in Proprietary
and Pension Trust Funds. Public domain fixed assets (including
highways, curbs, lighting systems, highway land, and rights-of-way) are
not included.
22. 1. Land: Land is the only asset that is not depreciated because it is
considered to have an indeterminate useful life. Include in this category
all expenditures to prepare land for its intended purpose, such as
demolishing an existing building or grading the land. Land Includes legal
and surveying fees, damage payments, and site preparation costs
including removal of old buildings, etc. Receipts from the sale of salvage
should be credited against the land cost.
23. i) Land acquired through purchase includes contract price plus another
related costs such as legal and surveying fees, grading, damage
payments, and site preparation costs including removal of old
buildings, etc for the use intended.
ii) Land acquired through forfeiture should be capitalized at the total
amount of all taxes, liens and other claims surrendered plus all other
costs incidental to acquiring and perfecting title.
iii) Land acquired through donation should be recorded on the basis of
appraisal value at the date of acquisition.
24. 2. Buildings and Improvements other than buildings:
Building Includes costs directly incurred to put the building into its
intended state of use, including construction or purchase price,
architects' fees, accident or injury costs, payments for damage, and
insurance during construction. The cost should be reduced for
discounts, insurance recoveries, and other credits. Improvements other
than buildings: Includes costs directly incurred in placing the
improvement into use. This would include storage tanks, parking areas,
landscaping, connector driveways, traffic lights, parking meters, bridges,
and other improvements.
25. Building acquired by purchase includes cost of purchased items, legal
and other costs plus expenditures necessary to put the property into an
acceptable condition for its intended use.
Building acquisition by construction under the contract includes
purchase or contract price plus positively identified incidentals.
The value of buildings and improvements acquired by donation should
be established by appraisal.
26. 3. Machinery and Equipment: Includes moveable property such as
furniture, machines, tools, and vehicles. The value should include the
total purchase price before any trade-in allowance less any discounts. It
should include other costs required to place the equipment in its intended
states of operation, such as dealer add-ons or modifications.
27. If machinery and equipment may be constructed by the government.
In this case, the same rules will apply to building and improvement.
Equipment and machinery are usually acquired by purchase. The cost
of equipment and machinery purchased should include items
conventional under business accounting practice. Here cost =
(purchase price + Transportation cost + Installation cost + other direct
cost) – Cash Discount.
The value of machinery and equipment acquired by donation should
be established by appraisal.
28. 4. Construction in Progress: The construction in progress account is a
temporary one, When the work is finished, the total cost is transferred to
one or more of the above classes of fixed assets and starts depreciating it.
Besides the materials and labor required for construction, this account
can also contain architecture fees, the cost of building permits, and so
forth.
29. 5. Infrastructure: Infrastructure is defined as long-lived capital assets that are
stationary in nature and normally preserved for a significantly greater number of years
than most capital assets.
•Highways and rest areas
•Roads, streets, curbs, gutters, sidewalks, and fire hydrants
•Bridges, railroads, and tressels
•Canals, waterways, wharf, docks, sea walls, bulkheads, and boardwalks
•Dams, drainage facilities
•Radio or television transmitting towers
•Electric, water, and gas (main lines, distribution lines, and tunnels)
•Fiber optic and telephone distribution systems (between buildings)
•Light systems (traffic, outdoor, street, etc.)
•Signage
•Airport runway/strip/taxiway/apron
30. Infrastructure assets can have three types of costs:
Maintenance costs allow an asset to continue to be used during its
originally established useful life. Maintenance costs are expensed in
the period incurred regardless of the amount of the expense.
Preservation costs are generally considered to be outlay that extends
the useful life of an asset beyond its original estimated useful life but
does not increase the capacity or efficiency of the asset. Preservation
costs are expensed under the modified approach and capitalized under
the depreciation approach if they meet the capitalization threshold.
31. Additions and improvements are capital outlay that increases the
capacity or efficiency of the asset. A change in capacity increases the
level of service provided by an asset. For example, additional lanes can
be added to a highway or the weight capacity of a bridge could be
increased. A change in efficiency maintains the same service level but at
a reduced cost. For example, a heating and cooling plant could be
restructured so it produces the same temperature changes at a reduced
cost. The cost of additions and improvements are capitalized under both
the modified and depreciation approaches to reporting infrastructure if
they meet the capitalization threshold.
32. Intangible Assets: The intangible assets account includes non-physical assets,
examples of which are trademarks, customer lists, literary works, broadcast
rights, and patented technology.
Intangible assets may be recorded if they are acquired, but not if they are
developed in-house. If acquired, an expenditure can only be recorded as an
asset if it is expected to have a useful life of at least one year. Otherwise, it must
be recorded at once as an expense. For example, if a business pays a graphic
artist to design a logo for it, then the artist’s fee can be recorded as an intangible
asset. If the logo had been designed in-house by a staff person, it would not be
possible to record an asset.
Leasehold Improvements: Leasehold improvements are improvements to
leased space that are made by the tenant, and typically include office space, air
conditioning, telephone wiring, and related permanent fixtures.
33. Fixed Assets Acquired by Leasing
Leases can be classified into two categories: (a) operating; and (b)
capital leases. Companies may enter into one of them or both in
acquiring their assets. The FASB has outlined four major criteria
for a lease to be accounted as a capital lease. If a lease is non-
cancelable and meets any one of the following four criteria, it is
recorded as a capital lease:
1. The lease transfers ownership of the leased asset to the
lessee by the end of the lease term.
34. 2. The lease contains an option allowing the lessee to purchase the
asset at the end of the lease term at a bargain price, essentially
guaranteeing that ownership will eventually transfer to the lessee.
3. The lease term is equal to 75% or more of the estimated economic
life of the asset, meaning that the lessee will use the asset for most of
its economic life.
4. The present value of the lease payments at the beginning of the
lease is 90% or more of the fair market value of the leased asset.
35. Meeting this criterion means that, in agreeing to make the lease payments, the lessee is
agreeing to pay almost as much as the cash price to purchase the asset outright.
If just one of the above criteria is met, then the lease agreement is classified as a
“capital lease” and is accounted for by the lessee as a ‘debt-financed’ purchase. A lease
that does not meet any of the capital lease criteria is considered an “operating lease.”
Keep in mind that these two types of leases are not alternatives for the same transaction. If
the terms of the lease agreement meet any one of the capital lease criteria, the lease must
be accounted for as a capital lease.
Operating lease: A company may choose to lease rather than purchase an
asset. If a lease is a simple, short-term rental agreement, called an
lease payments are recorded as “Rent Expense” by the lessee and as “Rent
the lessor
36. Alternative treatment of residual equity or deficit
If expenditures and other financing uses are planned and controlled
carefully so that actual costs do not exceed planned costs, revenue and
other financing sources of capital projects fund should equal or slightly
exceed, the expenditures and other financing use, leaving residual
equity. If long-term debt has debt has been incurred for the purposes of
capital projects fund, the residual equity is transferred to the fund that
is to service the debt. If the residual has come from grants or shared
revenues then the residual equity must be transferred to those
restricted sources