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Budgeting and Planning

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1. How to better connect planning, forecasting, and budgeting  

BY Jack Hagel
Finance professionals are taking on strategic duties in addition to traditional reporting and compliance roles, and they’re becoming more influential in their organizations. But they still have an opportunity to make improvements, particularly when it comes to the use of forecasts. “[The] increasing speed and complexity of business has caused a rapid decrease in the planning time horizon,” strategy experts Michael Coveney and Gary Cokins explain in the introduction to their CGMA book Budgeting, Planning, and Forecasting in Uncertain Times.

2. Forward roll: How companies can move beyond traditional budgeting  

BY Neil Amato
For more than a decade, Tim Quinn, CPA, CGMA, negotiated the tedious, back-and-forth magic of building the annual budget for Northern Quest Resort & Casino. Every year, it was the same time-consuming endeavor: Quinn, the company’s vice president of finance, would send out budget worksheets to 45 department heads.

3. Embrace uncertainty to develop more business acumen   WebExclusive

BY Neil Amato
A mere accounting professional is not the same as a full-fledged finance professional. At least that’s how consultant David Axson sees it. The more evolved finance professional, Axson says, considers the business environment, embracing its volatility, and then adapting to it. “Being comfortable with uncertainty is, to me, the difference between an accounting professional and a finance professional,” Axson, a partner at Accenture, said in an interview with the JofA.

4. Boot the budget? Why rolling forecasts might make more sense   WebExclusive

BY Neil Amato
When it comes to budgeting, accountants should stop presenting the numbers and letting others analyze what those numbers mean. If accountants don’t change, warns consultant Steve Player, CPA, CGMA, they’ll lose relevance and possibly lose jobs. “It’s our process that’s broken,” Player said. “We’ve got smart people in finance doing dumb stuff.” Player, founder of management consulting company The Player Group, said traditional budgeting processes don’t work and that organizations must adapt by going to a model of continuous planning and rolling forecasts.

5. Tax compliance for acquisitions: Prepare before purchasing  

BY Douglas M. Sayuk, CPA, Matthew H. Fricke, Raymond J. Naughtin, CPA and Shamen R. Dugger, Esq., CPA
Fears of a “double-dip” recession in 2012 may have subsided, but the overall economic forecast remains uncertain. Therefore, companies are looking beyond organic, internal growth to external growth sources to bolster company performance. A recent study by The Boston Consulting Group (BCG) touted the power of acquisitions for growth during turbulent economic times.

6. A strategic approach to IT budgeting   CPEDirect

BY Donny Shimamoto, CPA/CITP
Organizations of all types struggle with information technology (IT) budgeting. This often happens because the IT team doesn’t understand the budgeting process and the finance team doesn’t understand IT. CPAs, whether in public practice, business and industry, the not-for-profit sector or government, can remedy this disconnect by changing their organization’s approach to IT budgeting from merely an annual “make it fit” exercise into a meaningful planning and ongoing management process.

7. Planning for Uncertainty   CPEDirect

BY Matthew G. Lamoreaux
With national debt crises in both Europe and the United States, a shaky recovery from the deepest recession since World War II and volatile currency markets, it’s not surprising that recent research conducted by the Beyond Budgeting Round Table found that more than two-thirds of corporate budgets are irrelevant before the end of the first quarter.

8. Intergovernmental Financial Dependency: Why It Matters  

BY Edward Mazur, CPA and John Montoro, CPA
Current economic conditions, including job losses, illiquid credit markets, an ailing construction industry and reduced consumer spending, have combined to increase risk and uncertainty not only across all private industries, but also in the public sector, including local governments, states and, perhaps most importantly, the federal government. AICPA Statement of Position (SOP) 94-6, Disclosure of Certain Significant Risks and Uncertainties, and FASB Accounting Standards Codification (ASC) Topic 275, Risks and Uncertainties, require certain disclosures about risks and uncertainties relating to the nature of operations, the use and significance of estimates in financial statements and the

9. Asset-Based Financing Basics  

BY Robert A. Modansky, CPA/CFF and Jerome P. Massimino, CPA
Once considered financing of last resort, asset-based lending and factoring have become popular choices for companies that do not have the credit rating or track record to qualify for more traditional types of financing. In general terms, asset-based lending is any kind of borrowing secured by an asset of the company.

10. Asset-Based Financing Basics: Step-by-Step Examples   WebExclusive

BY Robert A. Modansky, CPA/CFF and Jerome P. Massimino, CPA
Editor's note: Also read "Asset-Based Financing Basics," by Robert A. Modansky, CPA/CFF, and Jerome P. Massimino, CPA, in the August 2011 issue of the JofA. Example 1: GAAP Treatment of Acceleration Clauses and Lockboxes The following is a summary of the provisions of FASB Accounting Standards Codification (ASC) Subtopic 470-10 as they pertain to subjective acceleration clauses and lockboxes: Provision in Agreement Balance Sheet Classification 1.
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