Budget Monitoring Reportv2

Green WoodBridge Holdings Ltd

Green WoodBridge Holdings Mr Sajid Pervaiz Fazal Flat 3, 95 Walm Lane Wilesden Green London NW2 4QG, England

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© Sajid Pervaiz Fazal 2006-‐2011. All Rights Reserved Page 1

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GREEN WOODBRIDGE HOLDINGS LIMITED

SEPTEMBER BUDGET MONITORING REPORTAccounting Year: April 2011 - September 2012

Reference Filing No: S.B.M 00-005 - 12

(Draft Copy, Incomplete - Extract from my Business Plan)

Prepared And Presented By: Mr Sajid Pervaiz Fazal (Chairman of the Board) August 2011 -‐ Volume: 1



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First published in November 2008 by Mr Sajid Pervaiz Fazal for the Green WoodBridge Holding Limited company in Eng-‐land & Wales.

Printed in the United Kingdom for the Green WoodBridge Holding Limited by XXXXX Printers, in !Portsmouth!.

This report has been prepared in accordance with the industry standards for Good Business PracPces, for the publicaPon to the Auditors, Her Majesty Revenue & Customs, Company House, Banks and also to the Clients.

Mr Sajid Pervaiz Fazal (BA Hons) Chairman of the Board -‐ Since 2006 -‐ 30 August 2011

The team consisted of: Mr Sajid Pervaiz Fazal.

This report can also be requested and downloaded from the Green WoodBridge Holding Limited web site at www.GWBHoldings.co.uk

For further informaPon about the Green WoodBridge Holding Limited please contact:

Green WoodBridge Holding Limited Flat 3, 95 Walm Lane, Wilesden GreenLondon NW2 4QGTel: +44 (0) 754 884 2741 Fasxmile: +44 (0) 000 000 0000Email: [email protected]: [email protected]

© Copyright Green WoodBridge Holding Limited 2011 of England and Wales. InformaPon presented in this report can NOT be copied, reproduced, or republished by anyone else.

August 2011 -‐ Volume: 1

CONTENTS PAGE

1. EXECUTIVE SUMMARY

1. Overview!.

2. BUDGET MONITORING -‐ September 2011 (incomplete)

1. Write Up

2. Budget Tables

3. Bar Chart



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EXECUTIVE

SUMMAR

Y

1. EXECUTIVE SUMMARY

Please note,



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BUDGET MONITORING

BUDGET MONITORING REPORT

April 01st 2011-‐ 31st September 2011

A SEPTEMBER

MONTH YEAR TO DATE SPEND

BUDGET A M J J A Fund Profile Actual Accrual YTD Profile Actual Accrual YTD Spend Variance O N D J F M TOTAL

YEAR TO DATE ACTUAL

Laptop 200 100 0 0 0 0 0 90 90 10 190 90 10 210 20 0 0 0 0 0 0 210

Phone 15 0 0 0 0 0 0 10 5 5 10 5 6 16 6 0 0 0 0 0 0 16

Light 0 0 0 0 0 0 65 65 0 0 65 0 0 0 -‐65 0 0 0 0 0 0 0

Rent 30 0 0 0 0 0 0 10 10 10 10 10 10 30 20 0 0 0 0 0 0 30

Wages 0 0 0 0 0 0 5 5 0 0 5 0 0 0 -‐5 0 0 0 0 0 0 0

TOTAL 245 100 0 0 0 0 70 180 105 25 280 105 26 256 -‐24 0 0 0 0 0 0 256

100 100 100100 100 205 280 256 256 256 256 256 256 256

NOTES: YTD Spend can represent; this month Accruals, PLUS outstanding arrears for example; Accruals related to April, why is this, either suppliers decided to

change cost price of raw material including labour force, someone miscalculated esdmates, else made typo error when preparing budgets esdmates.


B SEPTEMBER

MONTH PROJECTED YEAR TO DATE FORECAST


PROJECTED FORECAST

Laptop 200 100 0 0 0 0 0 90 90 190 90 280 90 0 0 0 0 0 0 280

Phone 15 0 0 0 0 0 0 10 5 10 5 10 0 0 0 0 0 0 0 10

Light 0 0 0 10 0 0 65 65 65 75 65 140 65 0 0 0 10 0 0 150

Rent 30 0 0 0 0 0 0 10 10 10 10 20 10 0 0 0 0 0 0 20

Wages 0 0 0 0 0 0 0 5 5 5 5 10 5 0 0 0 0 0 0 10

TOTAL 245 100 0 10 0 0 65 180 0 175 290 0 175 460 170 0 0 0 10 0 0 470

100 100 110110 110 110 290 460 460 460 460 470 470 470

NOTES: PROJECTED YTD FORECAST, tables are for purpose of analysis;, How accurate are the projecdons forecasted every month throughout the year, are

esdmates projected consistence throughout the year, IF NOT WHY!, is this a concern. Now, occasionally inconsistency can be down to system errors, failure

to account for commitment and accruals for goods and services projected throughout the year.



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KEY Extra Funding Budget Transfer Budget Withdrawal 0 Overspend ‘YTD’ -‐1 Underspend ‘YTD’ 0 Future Commitments’ 0 Accruals (this month) 0 Accruals (prior months)

10

1

-‐65

0

-‐5

-‐59

VARIANCE

VARIANCE

80

-‐5

75

-‐10

10

150

!

KEY Extra Funding Budget Transfer Budget Withdrawal 0 Overspend ‘YTD’ -‐1 Underspend ‘YTD’ 0 Future Commitments’ 0 Accruals (this month) 0 Accruals (prior months)


C SEPTEMBER

MONTH PROJECTED FORECAST Y/E VARIANCE


PROJECTED FORECAST Y/E VARIANCE

Laptop 200 0 0 0 0 0 0 0 90 -‐80 0 90 -‐80 -‐70 -‐70 0 0 0 0 0 0 -‐70

Phone 15 0 0 0 0 0 0 0 5 0 0 5 1 6 6 0 0 0 0 0 0 6

Light 0 0 0 -‐10 0 0 65 0 0 -‐65 -‐10 0 -‐65 -‐140 -‐130 0 0 0 -‐10 0 0 -‐150

Rent 30 0 0 0 0 0 0 0 10 0 0 10 0 10 10 0 0 0 0 0 0 10

Wages 0 0 0 0 0 0 0 0 0 -‐5 0 0 -‐5 -‐10 -‐10 0 0 0 0 0 0 -‐10

TOTAL 245 0 0 -‐10 0 0 65 0 105 -‐150 -‐10 105 -‐149 -‐204 -‐194 0 0 0 -‐10 0 0 -‐214

0 0 -‐10 -‐10 -‐10 95 -‐10 -‐204 -‐204 -‐204 -‐204 -‐214 -‐214 -‐214


D SEPTEMBER

MONTH YTD COMMITMENT ESTIMATES


YTD COMMITMENT ESTIMATES

Laptop 200 100 0 0 0 0 0 90 190 100 -‐90 0 0 0 0 0 0 190

Phone 15 0 0 0 0 0 0 10 10 0 -‐10 0 0 0 0 0 0 10

Light 0 0 0 0 0 0 0 65 65 0 -‐65 0 0 0 0 0 0 65

Rent 30 0 0 0 0 0 0 10 10 0 -‐10 0 0 0 0 0 0 10

Wages 0 0 0 0 0 0 0 5 5 0 -‐5 0 0 0 0 0 0 5

TOTAL 245 100 0 0 0 0 0 180 0 0 280 0 0 100 -‐180 0 0 0 0 0 0 280

100 100 100100 100 100 280 280 280 280 280 280 280


E SEPTEMBER

MONTH YTD & Y/E VARIANCE COMMITMENT vs ACTUAL


YTD & Y/E VARIANCE COMMITMENT vs ACTUAL

Laptop 200 0 0 0 0 0 0 10 0 10 0 0 0 0 0 0 0 0

Phone 15 0 0 0 0 0 0 5 0 6 0 0 0 0 0 0 0 0

Light 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Rent 30 0 0 0 0 0 0 10 0 10 0 0 0 0 0 0 0 0

Wages 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL 245 0 0 0 0 0 0 0 25 0 0 26 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 26 26 26 26 26 26 26



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KEY

VARIANCE

VARIANCE

VARIANCE

Ongoing TesHng

Extra Funding . Budget Transfer Budget Withdrawal 0 Overspend ‘YTD’ -‐1 Underspend ‘YTD’ 0 Future Commitments’ 0 Accruals (this month) 0 Accruals (prior months)

KEY Extra Funding . Budget Transfer Budget Withdrawal 0 Overspend ‘YTD’ -‐1 Underspend ‘YTD’ 0 Future Commitments’ 0 Accruals (this month) 0 Accruals (prior months)

KEY Extra Funding . Budget Transfer Budget Withdrawal 0 Overspend ‘YTD’ -‐1 Underspend ‘YTD’ 0 Future Commitments’ 0 Accruals (this month) 0 Accruals (prior months)

BASIC BAR CHART -‐ YEAR TO DATE SPEND ANALYSIS

APRIL 2011 -‐ AUGUST 2011

NOTES:

1. Accept my apology for slight formula errors, update follows later, now remember the general idea works, and the condi-‐

Pon i have to work within!.

2. Please note: anyone agempPng to scruPnize material embedded in this report, pay parPcular agenPon to Budget Moni-‐

toring templates label A and B, other templates are going through thorough ongoing tesPng by Sajid Pervaiz Fazal.

3. Please note: this is not the standard budget monitoring performa you would find on accounPng main stream, what i have

done is, created a budget monitoring performa template to meet my own specific requirements. Sajid Pervaiz Fazal

4. In budget monitoring template; £00 accounts for Million Pounds, £0 accounts for Thousand Pounds, £.0 accounts for

Hundred Pounds.

5. Funding Column in table A, is indicaPon of extra budget funding in year, this is addiPonal extra funding on top of original

esPmates at the budget sekng process. Now, what would happen, if further funding surfaces in December 2011, well i

would create another FUND column in that month, so theres two FUND Column displayed in the budget monitoring tem-‐

plate. I prefer to create budget monitoring template in Portrait view, however, Everyone would find it easier creaPng

budget monitoring template in LANDSCAPE VIEW, it easier to create and manage, columns in the table.

6. ‘NUMBER 0’ reflected in expenditure box field between April -‐ August 2011, indicated the spend is to budget. Numbers

‘Projected’ in expenditure in RED , indicates there a future commitments to account for in the future.

7. YTD: Year To Date Spend PosiPon.

8. Y/E: Year End Spend PosiPon.

9. Traffic Light signal ‘SHADED’ in box field at any specific month can indicate the following acPons: (Light Green) extra

funding in year, (RED) funding withdrawal, (Amber) Budget/funding transferred.

10.Numbers showing ‘Blue’, indicates ‘Underspend’, ‘Red‘ indicates Overspend, ‘Green‘ indicates Future Commit-‐

ments, Amber indicates Accruals for this month, ‘Light Red’ indicates Accruals related to Prior month.

11.TABLE: A -‐ YTD (Year To Date ‘PROFILE’) is accumulaPve total of Profiled Budget esPmates every month, between April to

August 2011. In this exercise, assume profiled spend is on budget.



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.

£0

£25

£50

£75

£100

Apr Ma Jun Jul Aug

Laptop Phone Light Rent Wages

Likewise: YTD (Year To Date ‘SPEND’), is accumulaPve total of Actual spend spend occurred every month, between April

to August 2011.

12.Accruals can represent; This month Accruals, including outstanding arrears Accruals related to April, else suppliers de-‐

cided to change cost price of raw material including labour force.

13.Profile: refer to that specific month Profile Spend.

14.YTD Profile: What cumulaPve Profile Spend is at that specific point in the month, i.e. September.

15.Y/E: Projected Year End Spend, includes either one else both esPmates for outstanding commitments and accruals at any

point in the year.

16.PROJECTED YTD FORECAST & FORECAST Y/E VARIANCE, tables are for purpose of analysis;, How accurate are the projec-‐

Pons forecasted every month throughout the year, are esPmates projected consistence throughout the year, IF NOT

WHY!, is this a concern. Now, occasionally inconsistency can be down to system errors, failure to account for commit-‐

ment and accruals for goods and services projected throughout the year.

17.YEAR TO DATE COMMITMENT ESTIMATES and Y/D VARIANCE COMMITMENT vs ACTUAL tables are for purpose of analy-‐

sis;, How accurate are the COMMITMENTS AND ACCRUALS projected every month throughout the year, are ESTIMATES

projected consistence with ACTUAL SPEND throughout the year, if not why!, is this a concern.

18.Total ‘VARIANCE’ reflected on the right hand side of the table, (example table A) is the difference between ‘TOTAL; spend

projected at the end of the year, LESS original ‘BUDGET’ reflected on the leu side of the Table, and LES ‘FUND’ figure

reflected in column box (this extra budget added in year), is the sum of variance, this is reflecPng your business financial

financial posiPon at the end of the financial accounPng year, either underspending else overspending.

19.Budget monitoring table can be applied to both income and expenditure items, this instance i have concentrated on

Expenditure.

20.Every month, column shaded in light green, move onto next month i.e. October, and you apply the same formula you

applied in September.

21. Please note, the general idea of this budget monitoring performa works, everyone should be aware there are slight for-‐

mula errors. Bear in mind I prepared this budget monitoring report in last minutes, to upload online.

22.Occasionally, out of the blue, funding appears out of thin air for parPcular expenditure, and gets reflected in PROFILE

also, ProjecPon/Total column on right side of the table, (refer to table A), however, this new budget funding is NOT

included in the Budget column on the leu side of the table, WHY is this!, well, on the grounds Good Business PracPces,

also, in my opinion to meet requirements set by Auditor Commission of good pracPces. Now, bear in mind, this new

funding/budget was never part of the original budget esPmates at the budget sekng process, so therefore it is projected

in the PROFILE every month from the point the fund surfaces, and is carried forward every month to the end of the finan-‐

cial accounPng year, and reflected in the ProjecPon/Total column on the right side of the table. Also, note it is included

underneath the table.

23.In my opinion, the ‘mathemaPcal equaPon’ for rule of Current rate of YTD Spend posiPon, is NOT embedded in the forth-‐

coming ‘profile projecPons esPmates’, i.e. between October to March 2011, this Pme round. It is vital for everyone to

look into this, also apply this where appropriate in their budgets.

24.PLEASE NOTE; Budget Monitoring Template is under development, therefore it is ‘Live‘ document, sekng out new ap-‐

proach to thorough in-‐depth monitoring of both income and expenditure, now, over the duraPon of tesPng it shall

evolve, replaced with NEW and more stable robust approach to budget monitoring. TesPng aims to challenge the ra-‐



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Ponale behind, the approach to sajid pervaiz fazal budget monitoring, i.e. is it my worthwhile, and does it deliver the

following outcomes; Robustness, Transparency, Accuracy, Accountability, MFQFS (Medium Financial Quarter Finance Sav-‐

ings), also, LFQFS (Long Financial Quarter Finance Savings), and also Efficiency Savings for the business.

Another reason for the ongoing budget monitoring tesPng, is to further challenge raPonale grounds WHY I want to envis-‐

age appropriate acPons to take, before crisis (seasonal factors/fluctuaPng prices) sets in, heres a example, if some rea-‐

son the suppliers decides to delay invoicing and leaving invoicing at the end of the financial account year (Feb 2012), I

would use my budget monitoring templates to reallocate resources immediately into the future, noPfy appropriate per-‐

manent staff and external agency to be on standby including training to be fast tracked for those specific individuals, also,

negoPate up sizing and down sizing resources including budgets and budget profiling internally, also externally, to ac-‐

count for High Volume & High Value of workload at the end of financial accounPng year, including, how much Pmes it

takes to get from place to place bearing in mind seasonal factors, how much Pme it takes to process a invoice, also, assess

how many exisPng, including extra outsource workforce it required to complete the task on budget, and on Pme with

minimum errors.



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Contact InformationPlease see contact details printed below:

Green WoodBridge Holdings

Mr Sajid Pervaiz Fazal

Flat 3, 95 Walm Lane Wilesden Green

London NW2 4QG, England

T: +44 (0)754 884 2741

E: [email protected]



tel: +44 (0)754 884 2741

fax: +44 (0)000 000 0000



Documents

Budget Monitoring Reportv2