
Description
“Optimizing operational and financial performance through mastery of the budget development, execution and control process”
Who is this training for?
This training is aimed at financial directors, managers of operational, functional and technical entities responsible for preparing the budgets of their entities, management controllers, internal auditors, budget managers, financial managers involved in the budget process.
The highlights of this training are:
• A clear and precise decryption of the budget development, execution and control process;
• Rich, structured, synthetic and practical content for immediate implementation within your company or for improving the budget process.
Expected objectives of the training:
• Identify the requirements of budgetary control: “Legislative and regulatory requirements, good governance when it comes to public companies and their subsidiaries and the imperatives of performance, optimization of results and competitiveness when it comes to the private sector”;
• Position the budgetary process in the construction and monitoring of the strategy;
• Break down strategic objectives into operational actions that are quantified and planned over time in order to ensure the link between strategy and budgets;
• Master the process of developing and monitoring the execution of budgets;
• Take corrective measures bringing together the main aspects of management control (Compare achievements with forecasts, Analyze significant deviations, etc.);
• Understand the principles of the classic budget process as well as alternatives to the classic budget (Rolling Forecast, Zero Base Budget 'BBZ', Beyond Budgeting, etc.);
• Propose practical, tested and reasoned approaches to optimize budget production times.
Teaching methods:
• Our training courses are punctuated with practical cases and concrete examples, combined with technical knowledge;
• Our teaching methods encourage interactivity between participants and speakers;
• Support is provided to each participant at the start of the training and is available in the online educational space.
Please note:
To guide the discussions, it is recommended that you send us your questions by email prior to the seminar to the email address mentioned on the registration form.
Training evaluation:
• Attendance sheet to be signed by participants and the speaker per training day;
• Hot evaluation of the training action, by the participants, at the end of the seminar;
• Provision of an individual training certificate upon request.
Program
Module 1: General information on the budget process
• Budget concepts;
• Budget roles and objectives;
• Budget processes [Classic process “Fixed Budget”, Alternative processes “Rolling Forecast, Zero Base Budget “BBZ”, Beyond Budgeting”.] ;
• Principles of constructing a budget;
• Budget construction methods.
Module 2: Regulatory and statutory framework governing the budgetary process
• Case of Public Administrations;
• Case of public establishments;
• Case of State companies;
• Case of private companies.
Module 3: Development & Validation of Budgets
• Articulation between strategy and budget;
• Positioning of the budgetary process in the company strategy;
• Animation of the budgetary process;
• Phasing of the budgetary process: Framework note, assumptions, planning and calendar, organization, review and validation;
• Preparation of various budgets;
• Articulation of the different budgets and possible arbitrations;
• Validation of budgets internally;
• Validation of budgets by management and control bodies;
Conclusion and summary of the first day
• Budget concepts;
• Budget roles and objectives;
• Budget processes [Classic process “Fixed Budget”, Alternative processes “Rolling Forecast, Zero Base Budget “BBZ”, Beyond Budgeting”.] ;
• Principles of constructing a budget;
• Budget construction methods.
Module 2: Regulatory and statutory framework governing the budgetary process
• Case of Public Administrations;
• Case of public establishments;
• Case of State companies;
• Case of private companies.
Module 3: Development & Validation of Budgets
• Articulation between strategy and budget;
• Positioning of the budgetary process in the company strategy;
• Animation of the budgetary process;
• Phasing of the budgetary process: Framework note, assumptions, planning and calendar, organization, review and validation;
• Preparation of various budgets;
• Articulation of the different budgets and possible arbitrations;
• Validation of budgets internally;
• Validation of budgets by management and control bodies;
Conclusion and summary of the first day
Module 4: Monitoring budget execution
→ Case of administrations, establishments and companies subject to State control:
• The execution schedule;
• The rules for managing Commitment credits “CE” and Payment credits “CP”;
• Credit deferrals;
• Budgetary regularizations (Credit transfers, processing of exceptional cases);
• Updating budgets during the financial year.
→ Private sector case:
• The execution schedule;
• Monitoring rules;
• Reporting and adjustments during the financial year.
Module 5: Budgetary control vs. management control
• Identification of budgetary control requirements;
• Comparison of achievements with forecasts;
• Analysis, justification and argumentation of significant deviations;
• Taking corrective measures bringing together the main aspects of management control;
• Dashboard and performance management;
• Updating budget forecasts during the financial year “Forecast 4+8, Forecast 8+4”.
Module 6: Prerequisites for setting up a budgetary control system
• On the organizational and procedural level;
• In terms of the information system.
Conclusion and summary of the second day
→ Case of administrations, establishments and companies subject to State control:
• The execution schedule;
• The rules for managing Commitment credits “CE” and Payment credits “CP”;
• Credit deferrals;
• Budgetary regularizations (Credit transfers, processing of exceptional cases);
• Updating budgets during the financial year.
→ Private sector case:
• The execution schedule;
• Monitoring rules;
• Reporting and adjustments during the financial year.
Module 5: Budgetary control vs. management control
• Identification of budgetary control requirements;
• Comparison of achievements with forecasts;
• Analysis, justification and argumentation of significant deviations;
• Taking corrective measures bringing together the main aspects of management control;
• Dashboard and performance management;
• Updating budget forecasts during the financial year “Forecast 4+8, Forecast 8+4”.
Module 6: Prerequisites for setting up a budgetary control system
• On the organizational and procedural level;
• In terms of the information system.
Conclusion and summary of the second day
Intervenant(s)
