Budgetary Control. Why is this important?
2.2.1 Budget management ensures that once the Commissioner has approved the budget, resources allocated are used for their intended purpose and are properly accounted for. Budgetary control is a continuous process, enabling both the Chief Constable and Commissioner to review and adjust their budget targets during the financial year. It also provides the mechanism that calls to account managers responsible for defined elements of the budget.
2.2.2 The key controls for managing and controlling the revenue budget are that: there is a nominated budget manager for each cost centre heading who is accountable for the budgets under his direct control; and the management of budgets must not be seen in isolation. It should be measured in conjunction with service outputs and performance measures.
2.2.3 By continuously identifying and explaining variances against budgetary targets, it is possible to identify changes in trends and resource requirements at the earliest opportunity. The Commissioner and Chief Constable both operate within an annual cash limit, approved when setting the annual budget. To ensure that the budget is not overspent, the Chief Constable’s and Commissioner’s CFOs are required to manage expenditure within the budget allocations, subject to the rules of virement.
2.2.4 To provide appropriate financial information to enable budgets to be monitored effectively.
2.2.5 To ensure that each element of income or expenditure has a nominated budget manager to take responsibility for that part of the budget. Budget responsibility should be aligned as closely as possible to the decision making process that commits expenditure.
2.2.6 To ensure that total spending for operational policing remains within the overall allocation of resources and takes corrective action where significant variations from the approved budget are forecast. Where total projected expenditure exceeds the total allocation of resources due to circumstances beyond the control of the Chief Constable, both the Commissioner’s CFO and Commissioner shall be alerted immediately and proposals for remedy should be put forward as part of the regular reporting process to the Commissioner. The same responsibilities apply to the Chief Executive and the Commissioner’s CFO for the Commissioner’s budgets.
2.2.7 To submit a budget monitoring report to the Commissioner on a regular basis throughout the year, containing the most recently available financial information. The report...
Budgetary Control. The GPPCP will continue to maintain systems to secure effective budgetary control for all areas of the pooled budget. All budget holders will receive continued support and skills development to effectively manage their budgets. In relation to independent sector social care purchasing, the Provisions Finance System (PFS) will be maintained for the foreseeable future until a reasonable period of parallel operating has been undertaken against any new system including the new RAISE case management system. Robust monitoring of spend will be managed against the profile of spending for 2003-04 and 2004-05. The GPPCP will demonstrate the achievement of 2.5% efficiency gains across the Council's contributions by the end of the financial year.
Budgetary Control. Notwithstanding the terms and conditions of any Project Plan, Roche shall have [***], to [***] the budgeted level of any Project Plan within the scope of this Section 5 or to [***] such projects. Any such [***] or [***] shall be made upon reasonable notice to Affymetrix not less than thirty (30) days nor longer than ninety (90) days. In the event of any such [***] or [***], Roche will [***] Affymetrix [***] of [***] or [***] performance after such [***] or [***] incurred within 180 days of notice of termination.
Budgetary Control. 9.1 Approval of a revenue expenditure budget by ALG and the relevant Sectoral joint or associated committee shall confer the authority on the the Chief Executive to incur expenditure, except in the case of any item which the relevant committee wishes to have referred to it for further consideration.
9.2 No expenditure may be incurred unless a budget for that purpose has been approved.
9.3 Where the Chief Executive proposes to incur expenditure for which there is no budget head in the annual budget :-
9.3.1 But the expenditure is unlikely to exceed £5,000 by the end of the financial year, the Chief Executive may make arrangements to incur the costs, which must be financed by the virement arrangements under paragraph 4.1.2 ; and
9.3.2 If the expenditure is likely to exceed £5,000 by the end of the financial year the Chief Executive shall report thereon to ALG or the relevant Sectoral joint or associated committee, depending on which approved the expenditure. The financing of this expenditure must be determined in accordance with Financial Regulation 4.
9.4 The Chief Executive may only pay or make provision for payment in respect of goods received or services rendered within each financial year and for which budget provision has been made.
9.5 Where ALG or the relevant Sectoral joint or associated committee has authorised a fund for a particular purpose, under or overspent balances may be carried forward to the following financial year on a one-off basis. All other balances in hand at the end of the financial year shall be reported to the Committee by the Finance Officer. ALG or the Sectoral Joint Committee shall then determine the use of those balances.
9.6 In the light of actual expenditure on administrative costs during the financial year the Finance Officer in consultation with the Chief Executive shall present to ALG or the relevant Sectoral joint or associated committee, reports showing projected out-turn figures for each budget heading approved by that Committee. This reporting process is to take place between six and nine months after the start of that financial year.
9.7 During the financial year the Chief Executive in consultation with the Finance Officer, shall present to each meeting of the Grants Committee, reports showing current levels of grant expenditure committed to date.
9.8 It is the duty of the Chief Executive to ensure that the budgets under his/her direct control are not overspent.
9.9 The Finance Officer shall ensure that there is a fi...
Budgetary Control. The Organisation will have operational freedom to vire budgets in line with the agreed Financial Regulations of the Organisation, but it will not seek to transfer budgets between the Management Fee budget and the Managed Budgets without the agreement of Council.
Budgetary Control. Homes for Haringey shall be responsible for controlling income and expenditure within Homes for Haringey and Managed budgets. If Homes for Haringey anticipates an overspending against ALMO and Managed budgets it should consider options to reduce costs or increase income to contain net expenditure within the overall budget. If these courses of action are not feasible, Homes for Haringey will report to the Council proposing the additional budget allocation required for the year with suggestions for re-aligning the income and expenditure within the budget allocation in the following year.
Budgetary Control. Statements and xxxxxxxx, as well as requests for advances, submitted by Operator under paragraphs 2 and 3 of this Section shall be so detailed or contain such explanations as to permit reference to each item therein to the appropriate item, if any, in the approved budget.
II. CHARGEABLE COSTS AND EXPENDITURES
1. Rentals, fees, etc.
A. Rentals, fees, etc., for development licenses, mining leases or rentals and royalties paid for the Joint Account.
B. Permits, fees, and other charges which are assessed by various governmental agencies.
2. Labor and Related Costs A. Salaries and wages of employees of Operator who are directly engaged in the conduct of Joint Operations, whether temporarily or permanently assigned, as well as the cost of employee benefits, holidays, vacation, sickness, disability benefits and other customary allowances and reasonable expenses which are paid or reimbursed under the Operator’s usual practice, and amounts imposed by governmental authorities, which are applicable to such employees.
Budgetary Control. 6.4.1 The Mental Health Partnership Board will receive quarterly monitoring reports from the Director (Mental Health Service) These reports will include both service and financial information, (in a format to be devised) to fulfil the Partner’s performance management requirements. Changes forecast to the agreed level of budgeted expenditure for the year must be reported by the Director (Mental Health Service) quarterly to the Mental Health Partnership Board who shall agree appropriate action to contain expenditure within each partners agreed budget.
6.4.2 Where additional funding to the budget is thought to be required, the Mental Health Partnership Board via the Director (Mental Health Service) should submit a case of need to the relevant partners for consideration, using the normal agencies budget arrangements.
6.4.3 Where additional funding is approved, the Partners will need to consider the appropriateness of continuing such funding as part of the budget setting process for the following year. (i.e. should it be made recurrent).
6.4.4 The timing of the submission of monitoring reports should take account of the reporting cycles of the Partners, wherever possible.
6.4.5 The Director (Mental Health) will nominate a senior officer who will liaise with and be the contact for the partner organisations finance teams
Budgetary Control. Reconciliation of the budgeted income and expenditure of the budget for the year 2013 with the actual income and expenditure revealed variances ranging from 26 percent to 231 percent, thus indicating that the budget had not been made use of as an effective instrument of management control.
Budgetary Control. The Director shall maintain a system of budgetary control in order to contain commitments or expenditure within the provisions of the budget. If the financial situation so requires, the Director shall limit or suspend expenditure pending Council decision.
