Better forecasting and budgeting

Improving the budgeting process.

Board members, senior managers and accountants with responsibility for budgeting.

'This was helpful to my understanding of the methodologies to adopt when moving from annual budgets to rolling forecasts'
Mr Ninian McBride, ACMA, CGMA, management accountant, Endsleigh Insurance Services Ltd

'Helps understand the overall picture and process and that there are two separate parts to the process'
Mr Malcolm Saunders ACMA, CGMA, management accountant, Lubrizol Ltd

'Gave me the ability to question and rationalise how I currently process budgets to improve the business'
Martin Lloyd, ACMA, CGMA, finance director, Hospital Management and Supplies Ltd

'It demonstrated the need to revolutionise the budgeting process'
Teddy Murphy, director, Miagen Limited

• A thorough understanding of the strengths and weaknesses of conventional approaches to forecasting and budgeting.
• Frameworks, methods and techniques to implement a rolling forecast and to create a flexible and dynamic budgeting process.
• A thorough understanding of the ways in which forecasting and budgeting processes can drive change.

Paul Clarke BSc, MSc, MBA is head of the forecasting and budgeting practice at Develin Consulting. His 18 years' consultancy experience has included projects in the logistics, financial services, manufacturing, utilities, IT and electronics industries as well as across the public sector and within higher education.

For the past four years, Paul has specialised in the development of better budgeting and forecasting practices and successfully implemented them across a range of sectors.

• Why do we budget: information for sources of capital; investor expectations; planning, control and improvement; financial planning.
• Are budgets doing what we need them to do? The importance of diagnosis; the view from industry - recent evidence.
• The role of the rolling forecast: why have a rolling forecast? What has to roll? The information needed to make it happen; creating a forecast for revenue and expenditure; using a rolling forecast as a catalyst for change; its partnership with performance measurement systems.
• What's left for the budget to do? The need for planning and control; links with strategy; links to shareholder value; its relationship with the rolling forecast; creating a process, not an event; bringing clarity to accountability; the inclusion of risk.
• Easing the burden and removing distractions: leadership and communication; roles and responsibilities; measurement and behaviour; organisational issues; the role played by systems.
• Key steps in implementation.

The course starts with registration and coffee at 9.00am and finishes at 5.00pm. Morning coffee, lunch and afternoon tea are included.

6 CPD hours (where applicable)

Find out more
If you have any queries please email or phone us on +44 (0)845 026 4722.

CIMA on demand
CIMA on demand is a high quality online professional development solution, specifically designed for busy finance and business professionals. Find out more.