Part A

Read and analyse the case study information that follows and complete the tasks or answer the
questions.
Make sure you analyse the business plan summary, and the previous year’s financial data.
Now complete the following.

1. Develop a:
(a) Sales Budget,
(b) Profit Budget,
(c) Cash Flow Budget
(d) Debtor Ageing Summary

Instructions:

 You must use electronic spreadsheets, for example MS Excel, and each budget must be in
a separate worksheet
 Each budget must be divided into quarterly periods
 Make sure that you use the previous year’s financial data to determine allocations for
resources.
 Ensure each budget you prepare complies with the organisational and policies and
procedures as provided.

Develop an annual budget.

See completed examples in the Appendix of this guide.
 All budgets must be for period 2017/2018.
 All budgets must show four quarterly periods.
 All budgets (sales budget, profit budget, GST cash flow budget, debtors ageing
summary) must be in the format as described in the Habitania policy and
procedures (as shown on following pages).

2.

(a) Previous year’s profits and losses

Identify the reasons for the previous year’s profits and losses.

 Previous profit and losses:

 Profits prior year are $851,188 in 2015 and $1,019,499 in 2016.
 Reason: an increasing customer base and the business is in better position after sales service.
(b) Financial management approaches
Comment on the effectiveness of existing financial management approaches

Effectiveness of existing financial management approaches:

 Inadequate analysis of revenue/expense to produce an informed estimate.
 Lack of computer software to produce timely and detailed reports.
 Too much reliance on qualitative input rather than balancing it with quantitative data and
analysis.
(c) Budget assumptions
What assumptions did you make in creating the budgets?

Assumptions include:
 Sales same sales growth 2017/18 as 2016/17.
 Inflation 4% per annum.
 Reduce the expected gross profit rate by 1%.
(d) Implementation and monitoring of budget
What relevant thoughts do you have regarding the implementation and monitoring of budget
expenditure?
Following notes can be considered:
 Sales breakup – bathroom fittings 30%, bedroom fittings 25%, mirrors 15% and decorative
items 10%, lighting fixtures 20%.
 Increase the advertising budget by $70,000 over the 2017/18 – $200,000 is planned for the first
quarter with the balance apportioned equally over the following three quarters.
 Increase wages and salaries by $172,500 over the 2016/17amounts.
 2017/18 target apportioned across the quarters in the same % as was achieved in 2016/17
 Accounting fees fixed amount of $10,000.
 Interest charges $84,508.
 Bank charges same as 2017.
 New expense (store supplies) –2015/16 results was $3,500 of the cleaning expense and
$3,605 of the 2016/17result.
 Depreciation is expected to be the same as 2011 and allocated in equal amounts each quarter.

Part B
Based on the information provided in the case study answer the following questions in the space
provided below: You must read and analyse the information in the case study on page 12
1. Identify the current statutory requirements for tax compliance and list and calculate the
tax liabilities for Habitania Pty Ltd under taxation legislation.

Existing liabilities for Habitania are:

 goods and services tax liability ($1,571,411 collected – 987,626 paid = $583,785)
 income tax $436, 928
 PAYG Withholding payable $44,872.

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2. Identify the current compliance requirements and liabilities for this organisation under
the Corporations Act 20XX.

As necessary and appropriate; answers provided may not be exhaustive.)

 An annual return with information about the company and its activities must be
submitted to the Australian Securities and Investment Commission.
 Keep sufficient financial records to explain reports and records must be kept for seven
years.
 Company to abide by the rules set by ASIC for the internal management of the
company.
 Directors are to act within the prescribed limits.
 Directors must keep written records of minutes and resolutions.
 Notify ASIC of the registered office and principle place of business.
 Use company name and ACN on all public documents, business premises, cheques and
ASIC lodged documents.
 Large companies must submit financial statements.
 Public companies must have their financial statements audited.

3. Review commercially available financial management software to select the most suitable
software for Habitania Pty Ltd.
Ensure you diagnose software options by comparing two commercially available software titles
against the capabilities of the existing technology for the organisation and against the prioritised
requirements, and outline the reasons that lead you to this recommendation.

 Identified software that:

 includes at least two titles
 works with the current technology capabilities as indicated in case study
 compares the identified titles against the list of requirements.

 A prioritised list of requirements addressing:

 statutory needs (especially in being able to assist in generation of monthly
BAS statements, and managing superannuation)
 user needs (especially in allowing login access, multi-user, and secure
data)
 security needs (especially in providing a backup solution).

4. Explain how you can apply the following principles of accounting in developing the
budgets required for this task:
(a) matching principle
(b) account groups
(c) time periods.

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 Do the research to complete answer.

5. Explain and discuss the implications of probity when preparing and revising budgets.

Do the research to complete answer.

6. List the critical dates and initiatives that will require or generate resources for Habitania
Pty Ltd in the next financial cycle.

Outline critical dates/initiatives that will require or generate resources?

 A new car for the chairman which will also attract luxury car tax.
 Reduce the principal on the loan by $100,000 on 31 December.
 Complete a debtor analysis to reduce cash tied up in outstanding debts.
 Reduce the gross profit rate by 1%.
 Increase the advertising budget by $70,000.
 Increase wages and salaries by $172,500.

7. List the additional items you would recommend for inclusion in the budgets for Habitania
Pty Ltd.

Page 4 of 32
 e.g. Store supplies (previously included with cleaning expenses).

8. List the new or modified internal controls that could improve risk management for
Habitania Pty Ltd including the maintenance of audit trails.

Recommend new or modified internal controls that could improve risk management and
maintenance of audit trails?
 Risk management includes internal control additions and modifications:
 discounts to be recorded
 reconcile cash registers daily
 proper authorisation – timesheets and supplier invoices
 maintain currency of asset register
 open lines of communication
 need for separation of duties
 job descriptions
 roster duties to minimise fraud possibility.
● Following Audit trail can be considered:

 List of directives – all cash received receipted on pre-numbered forms,

payments via cheques with stubs completed, voucher system in payments
duly authorised, data entry to identify source, cross coded source with
electronic entry.
 Paperwork – paperwork with complete details must be provided as evidence
of any receipt or payment of cash.
 Secondary control – receipt of cash will have a secondary monitoring system
like a cash register or a second person. Verify with an independent record.
 Proper authority – all payments must be authorised by the person
responsible for the department or cost centre.

9. Case study situation:

The CEO of Habitania Pty Ltd, Tom Salinas explained that he prefers to discuss the budgets with
all senior managers prior to their distribution in order to ensure a corporate view of the strategic
plans. He then meets with each group separately to answer questions and concerns about their
particular area. Eventually the budgets will be printed in hard copy and bound as well distributed as
an electronic spreadsheet.

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Upon completion of the budgets you meet with Tom to provide an overview of the information
contained within the budgets, the budget notes and recommendations regarding the internal
controls to prepare him for the meetings with the senior managers. To clarify his understanding of
the information, Tom asks you a series of questions (listed below, which you are to answer orally to
Tom (played by your assessor).
 As Habitania is pre-empting a difficult trading year, is the budgeted net profit in line with the
result for the previous reporting period?
 Advertising will be a key factor to assist in maintaining sales so why was the first quarter such a
priority with the budgeted funds?
 How can we ensure that overtime records are monitored adequately and controlled?

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Case study Scenario: Habitania Pty Ltd (Stage One)
You have recently been appointed as the business manager of Habitania Pty Ltd having been a store
manager for the past three years. Habitania Pty Ltd is a 15 store retail chain located in Brisbane. Habitania is
the leading homewares retailer, catering to the growing need for furnishing new and renovated dwellings in
the greater Brisbane area.
The assortment on offer of bathroom fittings, bedroom fittings, mirrors and decorative items together with the
recently added lighting fixtures has positioned Habitania as a leader in homewares retailing in Australia.
Habitania has grown over the past five years from a single store to the current chain. Habitania prides itself
on superior after sales service which has been a key reason for the continued growth in sales and
corresponding profit increases. Today Habitania employs over 150 staff.
Habitania Pty Ltd is a proprietary limited company (ACN 37 765 234 02) registered with the Australian
Securities and Investment Commission. The registered address is with Habitania’s solicitors (Lloyd Lawyers,
535 Queen Street, Brisbane, QLD 4000) and the principle place of business is 505 Boundary Street Spring
Hill Brisbane QLD 4000.

Computer software requirement

The current accounting information system has not adequately provided sufficient analysis of revenue and
expenditure and has made it difficult to make informed estimates of future profits. Estimates have relied on
the ‘gut feel’ of the experienced traders on the board and of the senior managers. The board sees the need
to apply more analysis to past results that they believe could be done with the introduction of state-of-the-art
computer software.
Habitania Pty Ltd wants to upgrade their existing accounting system which will manage the company
accounts more efficiently in the long run. They request that the new system you recommend to them to be
compliant with all legislative and statutory requirements for small to medium businesses.
None of Habitania’s products are GST free however the accounting information system records the GST
collected as well as the input tax credits earned on the purchases of stock and assets. These amounts are
reported and paid in accordance with the business activity statement (BAS) schedule determined by the
Australian Tax Office.
They have 100 fulltime and 50 part-time staff, but only 10 of the staff will have or need access to the financial
system. Some staff are paid on a salary sacrifice arrangement that attracts fringe benefits tax. The staff with
access to the financial system want software that is a single purchase with no ongoing license fees, and a
plan to keep using if for the next 3–5 years, while the organisation continues to grow. They are anticipating
that within five years they will have over 250 full-time staff, and at least 20 staff will require access to the
financial system by then.
The payroll system deducts withholding tax from the employees and remits this along with the firm’s pay as
you go (PAYG) instalment each quarter as reported on the firm’s business activity statement. Income tax
return for the company and its annual statement is completed by the firm’s accountant. Taxes and fees due
are paid by the due dates. Financial records are kept at Habitania’s principle place of business.
Habitania have just upgraded their computers and have five new desktop PCs which will be used by the
finance staff. They are current (for 2017) specification machines with i5 CPUs and 4Gb RAM each, and all
have Windows 7 Professional and Norton’s 360 installed with the professional version of Microsoft Office
Small Business as well. Other staff will use their machines at various times, so it is important that the
software requires a login to access data and that data stored by the software cannot be accessed in any
other way.

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Corporate details

Board
members

CEO

Accounta Stores Business

nt manager manager

Accounts
receivable

Accounts
payable
Tom Salinas, the CEO, has asked you to prepare some financial budgets for the 2017/18 financial year as a
preliminary overview of the financial year ahead. He asked you to first prepare a 12 months budget and then
break it up over the four quarters. The areas he is particularly interested in seeing is:
1. Sales budget for 2017/18 by department by quarter.
2. Profit budget (including detailed expenses) for 2017/18 by quarter.
3. The cash flow result per quarter of the GST after adjusting the GST collected by the
allowable GST tax credits.
4. The anticipated aged debtors summary at the end of each quarter.
The CEO wants to be given all the budgets except for the aged debtors budget which the accountant and
accounts receivable clerk can monitor. The CEO produced a summary of the current business plan that
covered the budget year to highlight some of the key goals, objectives and strategies he would like
incorporated into the budget.

Page 8 of 32
Business plan summary

1. The anticipation that the coming financial year would maintain the same sales growth as the growth
that took place between 2013/14 to 2016/17.
2. To budget for an increase in inflation to 4% per annum and that all costs subject to inflation should
incorporate this particular increase.
3. A new car costing $97,466 including GST has been planned for in the coming period to replace the
five year old vehicle currently used by the chairman. This fuel inefficient car will attract a luxury car
tax.
4. Sales breakup over the departments is anticipated to be bathroom fittings 30%, bedroom fittings
25%, mirrors 15% and decorative items 10% together with the recently added lighting fixtures 20%.
5. Profits are to be built on securing a growing customer base which will generate loyalty sales and
become the refer other customers to the organisation. The superior after-sales service is the key
strategy to achieve this.
6. Reduction on the principle of the loan by a payment of $100,000 on the 31 December 2017 from the
profits generated by the business.
7. One objective in this plan is to manage the debtors more efficiently in the current period. This will
involve an analysis of the debtors to identify ways to reduce the amount of cash tied up in
outstanding debtors.
8. The expectation that 2017/18 would be a difficult trading year but that the budget net profit should
target the same result as achieved in the 2016/17. The strategy to achieve this in the business plan
included three key elements:
a. To reduce the expected gross profit rate by 1% on the 2016/17 result in the hope that lower
prices on the products would help maintain the sales growth even in difficult trading
conditions.
b. To increase the advertising budget by $70,000 over the 2016/17 results in the hope that
Habitania can secure a greater market share in a constricting market. $200,000 is planned for
the first quarter with the balance apportioned equally over the following three quarters.

c. To increase wages and salaries by $172,500 over the 2016/17 amounts in the hope that
allowing the existing high number of casual staff to earn commissions on sales that should
help to maintain Habitania’s sales growth.

After going through the business plan summary, the CEO gave you the previous year’s financial reports and
asked you to speak with the accountant Sarah Patel to get some of the figures and detailed expectations for
the coming year.

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You arrange a meeting with Sarah Patel, Habitania’s accountant, and she gives you the following insight into
the historical expense relationships and the current statutory compliance liabilities.

Sales and profit budget information

Sarah explained that the only budget she monitors on a day-to-day basis is the cash flow budget and the
store manager is primarily responsible for the sales budget.
These are the notes you take at the meeting:
 The overall sales for 2017/18 target set by the business plan should be apportioned across the quarters
in the same % as was achieved in 2016/17.
This was:
Qtr 1 Qtr 2 Qtr 3 Qtr 4 2010/11

3,142,822 3,771,386 4,085,668 4,714,232 15,714,108

● Cost of goods sold is the inverse of the gross profit rate determined by the business plan and is
determined by the quarterly sales budget.
● Accounting fees have been negotiated for the year at a fixed amount of $10,000 to be paid in equal
amounts each quarter.
● The interest charges on the bank loan are anticipated at a reduced amount of $84,508 due to an
agreed repayment of some of the loan principal. This is to be paid in equal amounts each quarter.
● Bank charges are expected to be the same as 2018 and paid in equal amounts each quarter.
● Sarah has requested that a new expense (store supplies) be recognised in the new budget that was
previously included in with the cleaning expense amounts. Store supplies in the 2015/16 results was
$3,500 of the cleaning expense and $3,605 of the 2016/17 result. Cleaning expense will then be lower
but identify the real labour costs involved in the cleaning expense.
● Depreciation is expected to be the same as 2017 and allocated in equal amounts each quarter.
● Advertising is to be apportioned to each quarter based on the business plan.
● The following expenses are expected to increase by the determined inflation rate in the business plan
summary:
○ Insurance – apportioned in equal amounts each quarter.
○ Store supplies – is calculated for to each quarter using the same % as determined by the sales
for each quarter.
○ Cleaning – is calculated for each quarter using the same % as determined by the sales for each
quarter.
○ Repairs and maintenance – apportioned in equal amounts each quarter.
○ Rent – apportioned in equal amounts each quarter.
○ Telephone – is calculated for to each quarter using the same % as determined by the sales for
each quarter.
○ Electricity – is calculated for to each quarter using the same % as determined by the sales for
each quarter.
● Fringe benefits tax is expected to be the same as 2018 and paid in equal amounts each quarter.
● Wages and salaries are calculated for each quarter using the same % as determined by the sales for
each quarter.
 The statutory requirements are:
○ superannuation is 9% of wages and salaries for each quarter
○ payroll tax is 4.75% of wages and salaries for each quarter

Page 10 of 32
○ workers compensation is 2% of wages and salaries for each quarter
○ company tax is 30% of net profit before tax for each quarter.

Page 11 of 32
 Habitania
Habitania Pty Ltd PtyofLtd
Statement Financial Position
For 12 months ended
As at 30 June 2015/16 2016/17
Profit & Loss Actuals
Assets 2013/14 2014/15 2015/16 2016/17
Current Assets
Revenue
– Cash on Hand 50,000 55,000
Sales 12,474,336 13,472,315 14,550,100 15,714,108
– Cheque Account 144,842 160,314
– Cost of Goods Sold 6,860,901 7,409,773 8,002,555 8,799,900
– Deposits Paid 950,000 950,000
Gross Profit Debtors
– Trade 5,613,465 6,062,542
850,000 6,547,545 6,914,208
975,000
– Merchandise Inventory
Expenses 1,530,000 1,430,000
Total Current Assets
– Accounting Fees 5,500 6,500 8,500 9,000
Fixed Assets
– Interest Expense 45,000 65,000 96,508 90,508
– Motor Vehicles at Cost 500,000 500,000
– Bank Charges
– Motor Vehicles Accum Dep
1,200 1,300
(100,000)
1,580 1,600
(125,000)
– Depreciation
– Furniture & Fixtures at Cost 170,000 170,000
1,950,000 170,000 170,000
2,250,000
– Furniture & Fixtures Accum Dep
– Insurance 12,500 (650,000)
12,500 12,500 (770,000)
12,875
– Office Equip at Cost 400,000 400,000
– Store Supplies - - - -
– Office Equip Accum Dep (90,000) (115,000)
– Advertising 50,000 100,000 280,000 280,000
Total Fixed Assets 2,010,000 2,140,000
– Cleaning
Total Assets 12,560 15,652
5,534,842 18,700 19,261
5,710,314
– Repairs & Maintenance
Liabilities 40,250 52,600 60,000 61,800
Current Liabilities
– Rent 2,465,000 2,465,000 2,465,000 2,538,950
– MasterCard 17,800 14,860
– Telephone 9,862 12,523 14,000 14,420
– Trade Creditors 780,000 679,000
– Electricity Expense 22,500 23,658 25,000 25,750
– GST Collected 1,455,010 1,571,411
– Luxury
– GSTCar Tax
Paid - -
(943,125) 12,400 (987,626) -
– Superannuation
– Fringe Benefits Tax Payable 26,000 100,000
26,000 26,000 120,000
28,000
– Luxury Car Tax Payable
– Superannuation 148,500 160,73720,920 166,500 -
171,495
– income Tax Payable 364,795 436,928
– Wages & Salaries 1,649,998 1,785,965 1,850,000 1,905,500
– PAYG Withholding Payable 65,000 44,872
– Payroll Tax 78,375 84,833 87,875 90,511
Total Current Liabilities 1,860,400 1,879,445
– Workers’ Compensation
Long-Term Liabilities 33,000 35,719 - 37,000 38,110
-

Total–Expenses
Bank Loans 4,770,245 1,608,459 5,331,563
5,017,987 1,508,459
5,457,780
Total Liabilities 3,468,859 3,387,904
Net Profit (Before Tax) 843,220 1,044,554 1,215,982 1,456,428
Equity
Income Tax 252,966 313,366 364,795 436,928
– Owner/Shareholder’s Equity 500,000 500,000
Net Profit
– Retained Earnings 590,254 731,188
850,000 851,188 1,019,499
1,565,982
– Dividends Paid (500,000) (1,200,000)
– Current Year Earnings 1,215,982 1,456,428
Total Equity 2,065,982 2,322,410

Page 12 of 32
Page 13 of 32
Internal auditor
Karl Cairns is one of the directors of the board. Karl said that as a board member they are given the profit
and cash flow budgets. He was appointed by the board to conduct an internal audit of operations to look for
weaknesses in the internal control system. His report uncovered the following processes that he believed
needed to be strengthened.
 While the overall customer base is increasing from year to year, there may be internal control issues
relating to how these new customers are secured.
● Some discounts that were being given to customers were recorded as a net amount on the invoices
and gave no indication of the discount from standard prices.
● Some cash registers in the stores were not reconciling the cash in drawer with the register printout.
● Not all timesheet overtime amounts were being authorised by the line manager.
● Service invoices for some items of equipment were not signed or linked to a purchase order. There
was no check that the work had actually been carried out.
● Not all assets in the stores had unique codes fixed to the asset.
● There was minimal feedback lines of communication from the shop floor to head office, particularly
when an error in the budgeting report process was recognised.
● Debtor reconciliations were not done monthly and sometimes not at all.
● In busy times the cashiers that operated the registers were also asked to do their own reconciliations
and banking. Sometimes the cash was held in the store for a day or two.
● Job roles were not clearly defined so that responsibilities and liability can be identified.
● There was little rostering of duties and cash receipts were not pre-numbered.

Of particular concern to Karl was the directive given by the board to ensure that audit trails were created and
maintained. These included:
● Signing the timesheets for employees under the authority of a department manager.
● Maintenance of a numbered cash receipts book.
● Using sequenced cheques as a systematic way of evidencing all monies paid out.
● Ensuring proper coding of evidenced transactions against appropriate general ledger account and cost
centre.
● Ensuring reconciliations between company books and third party bank statements are performed.

GST cash flow budget

Statutory requirements for GST is 10% of the recorded amounts in sales. The only capital purchase planned
for the year is the luxury car for the chairman. Those expense payments on which 10% GST was paid
include the following:
● Cost of goods sold:
○ accounting fees
○ insurance
○ store supplies
○ advertising
○ cleaning
○ repairs and maintenance

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 ○ rent
○ telephone
○ electricity expense.

The GST amount payable each quarter is the difference between the GST collected from sales and the GST
paid – format as per policy and procedures.

CASH FLOW ANALYSIS

– GST 2017/18 Qtr 1 Qtr 2 Qtr 3 Qtr 4

GST Collected x,xxx x,xxx x,xxx x,xxx x,xxx

Less GST Paid x,xxx x,xxx x,xxx x,xxx x,xxx

GST Payable Calculatio Calculatio Calculatio Calculatio Calculatio

n n n n n

Debtors ageing budget

The historical records show that the debtors balance at the end of each quarter is usually about 20% of the
quarter’s sales. At any time in the debtors balances 1% of the total debtors is overdue 90 days and over, 5%
is 60 days overdue, 10% is 30 days overdue and the balance of the total debtors is current. The aged
debtors’ budgets are only distributed to the accountant and the accounts receivable clerk.

Page 15 of 32
Habitania Budgeting Policy and Procedures

Budget development process

The standard process for developing budgets will follow the following steps:
1. Establish the budget objective.
2. Gather prior period data.
3. Discuss prior period information and anticipated changes in the budget period with stakeholders.
4. Research relevant external information.
5. Incorporate identified trends to determine assumptions and parameters.
6. Prepare budgets in standard formats.
7. Submit budgets for approval.

Budget objectives
Habitania prepares budgets to meet various company objectives. Budgets are prepared:
● for a specific expansion of the business activities:
○ business case to be prepared covering a cost-benefit analysis, market research report and
summary profit and investment expectations
● to outline a specific debt reduction initiative:
○ company-wide summary of profit expectations, planned debt and equity funding arrangements,
CAPEX plans summarised
● annually to cover the next financial year:
○ for the 12 month period from the beginning to the end of the financial year
○ budget to include four quarter milestones in line with seasonal trends identified from prior year
data
○ initial preparation includes a preliminary overview of the financial year ahead
○ sales budget for next year to be prepared by department by quarter
○ profit budget (including detailed expenses) for the next year to be prepared by quarter
○ cash flow effect of the GST payable per quarter to be prepared (scheduled compliance payment
date is the 21st day after the end of the quarter)
● To satisfy the statutory requirements relating to the current and short-term solvency of the company:
○ three monthly rolling forecast of cash flows to be prepared
● To qualify the strategic plans for the next 3–5 years planning cycle:
○ profit and CAPEX budget to be prepared.

Budget variances and schedules

● Key performance indicators that should be closely monitored and reported on include variances to:
○ total sales
○ gross profit (GP) %

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 ○ wages and salaries as a % of total sales
○ total expenses as a % of total sales
○ net profit in dollars
○ net profit as a percentage.
● Budget variances will be reported using the standard format provided in this policy and procedures
document.
● Budget variances must be completed within five working days of quarter end.
● Actual results for the month will be provided by the accounting information system.
● An analysis of the variance between the actual and the budget must include $ and % variance.
● Report with explanations and recommendations to be complete within seven working days of quarter
end and be given to the CEO.
● Analysis and investigation of variances will include the following priority:
1. Establish the primary causes for variances to key performance indicators of total sales, gross
profit % and net profit $.
2. Establish reasons for those individual items in the variance report that represent the greatest $
variance.
3. Establish reasons for those individual items in the variance report that represent the greatest %
variance.
● Schedules relating to compliance due dates must be prepared and monitored by the accountant.
Managers supplying information to the accountant regarding the compliance schedule must submit it
at least five working days prior to the due date deadline.

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Standard formats
The following formats will be used when preparing Habitania budgets and variance reports.

Sales and profit budgets

PROFIT BUDGET 2017/18 Qtr 1 Qtr 2 Qtr 3 Qtr 4

Revenue - % % % %

Sales x,xxx x,xxx x,xxx x,xxx x,xxx

– Cost of Goods Sold x,xxx x,xxx x,xxx x,xxx x,xxx

Gross Profit Calculation Calculation Calculation Calculation Calculation

Gross Profit % Calculation Calculation Calculation Calculation Calculation

Expenses

– Accounting Fees x,xxx x,xxx x,xxx x,xxx x,xxx

– Interest Expense x,xxx x,xxx x,xxx x,xxx x,xxx

– Bank Charges x,xxx x,xxx x,xxx x,xxx x,xxx

– Depreciation x,xxx x,xxx x,xxx x,xxx x,xxx

– Insurance x,xxx x,xxx x,xxx x,xxx x,xxx

– Store Supplies x,xxx x,xxx x,xxx x,xxx x,xxx

– Advertising x,xxx x,xxx x,xxx x,xxx x,xxx

– Cleaning x,xxx x,xxx x,xxx x,xxx x,xxx

– Repairs & Maintenance x,xxx x,xxx x,xxx x,xxx x,xxx

– Rent x,xxx x,xxx x,xxx x,xxx x,xxx

– Telephone x,xxx x,xxx x,xxx x,xxx x,xxx

– Electricity Expense x,xxx x,xxx x,xxx x,xxx x,xxx

– Luxury Car Tax x,xxx x,xxx x,xxx x,xxx x,xxx

– Fringe Benefits Tax x,xxx x,xxx x,xxx x,xxx x,xxx

– Superannuation x,xxx x,xxx x,xxx x,xxx x,xxx

– Wages & Salaries x,xxx x,xxx x,xxx x,xxx x,xxx

– Payroll Tax x,xxx x,xxx x,xxx x,xxx x,xxx

– Workers’ Compensation x,xxx x,xxx x,xxx x,xxx x,xxx

Total Expenses Calculation Calculation Calculation Calculation Calculation

Net Profit (Before Tax) Calculation Calculation Calculation Calculation Calculation

Income Tax Calculation Calculation Calculation Calculation Calculation

Net Profit Calculation Calculation Calculation Calculation Calculation

GST Cash flow budget

CASH FLOW ANALYSIS
– GST 2011/12 Qtr 1 Qtr 2 Qtr 3 Qtr 4

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 GST Collected x,xxx x,xxx x,xxx x,xxx x,xxx

Less GST Paid x,xxx x,xxx x,xxx x,xxx x,xxx

GST Payable Calculatio Calculatio Calculatio Calculatio Calculatio

n n n n n

Aged debtors
AGED DEBTORS TOTAL Qtr 1 Qtr 2 Qtr 3 Qtr 4
BUDGET

Sales x,xxx x,xxx x,xxx x,xxx x,xxx

% Debtors Sales % % % %

Total Debtors % Calculatio Calculatio Calculatio Calculatio

n n n n

Current % Calculatio Calculatio Calculatio Calculatio

n n n n

30 Days % Calculatio Calculatio Calculatio Calculatio

n n n n

60 Days % Calculatio Calculatio Calculatio Calculatio

n n n n

90 Days % Calculatio Calculatio Calculatio Calculatio

n n n n

Page 19 of 32
Page 20 of 32
ASSESSMENT 2: CASE STUDY – STAGE TWO MARKING
GUIDE
Part B
6. Submit a report detailing significant issues, reasons for variances, performance and
recommendations

Provide responses for issues that reflect the following?

(As necessary and appropriate; answers provided may not be exhaustive.)

Economy in recession could impact the budgeted sales numbers despite strong sales in first
quarter.
Rising interest rates will increase costs due to the variable interest rates held on Habitania’s
loans.
Not all the advertising budget has been spent which can also impact on sales figures over the
coming reporting period.
Prices discounted to generate sales may impact on gross profit margins.

7. Research and provide responses under the following headings:

 Implications of financial probity
 Potential issues regarding financial probity could include:
 bonus share scheme – a person with high financial probity would prepare the financial
reports in a totally objective and ethical manner and not be swayed by the personal benefits
that could be gained by adjusting the numbers inappropriately
 performance review – high financial probity would ensure that the departmental reports for
your own department would be prepared objectively and ‘at arm’s length’.

 Implications of principles of accounting

Provide responses for performance that reflect the following?

(As necessary and appropriate; answers provided may not be exhaustive.)

Profitable quarter that is ahead of expectations, but is still a low margin for the quarter.
Recommend that this margin is carefully considered in future periods to ensure that they are
more substantial and are building towards an annual margin in alignment with previous years.
Wages and salaries a little high with 12.2% at Habitania as a % of sales, however the industry
average is more like 11%.
Concern over drop in gross profit (GP) %. Net profit should have been much better given the
$50,000 saving in advertising.
Average time for debtors to pay accounts is increasing; however, there should not be a concern
to cash flow as yet as a majority of debtors remain within 30 days.

Page 21 of 32
8. Provide recommendations for ongoing financial viability.

The following key areas can be considered for recommendations – study the Case Study:
 Review the discount policy to protect the gross profit margin.
 Reduce loans to reduce exposure to rising interest rates.
 Review salaries and wages to reduce costs and improve viability.
 Budgets should be prepared for all cost centres.
 Monitoring and reporting could be shortened to monthly.
 Restructure loan into fixed interest rate to take out the volatility in results.

Responses to Board questions:

financial viability – profit on target for the first quarter which is the seasonally slowest quarter of
the year
gross profit margins – yes, the variance report identifies that the company was able to maintain
its gross profit margin in line with the budget.
Reference to the ABS Retail Trade figures available via the Australian Bureau of Statistics
should be considered as part of the performance information.

Page 22 of 32
ROLE-PLAY – INSTRUCTIONS FOR ASSESSOR
The student will prepare for and undertake a role-play in which their Variance Report will be
presented to you, in role as CEO of Habitania, along with an oral explanation of the contents of the
report.
Preparation:
 You may nominate a time and venue in response to the student’s request for a meeting for this
purpose
 The student should arrange to make copies or access to documents available to you.

Running procedure:
 The student will give an oral presentation based on the contents of their Variance Report
covering the following:
○ a summary of their findings (issues, variances, financial performance)
○ a clear presentation of their prioritised recommendations.

 The student will ask if you have any questions. You should prepare to ask for clarification to
enable the student to:
○ demonstrate their oral communication skills
○ use questioning and listening techniques
○ demonstrate a competent exchange of information
○ use appropriate conventions and protocols
○ ensure you, as manager, are clear about budgets

 Endorse, or otherwise discuss, the requested approval of the student’s recommendations.

Planning the assessment:

 Recommended date for assessment: After the completion of Assessment Task 1.
Time required for assessment: The time required to complete this assessment task will vary
according to the skill level of the student and the depth of analysis, and should be negotiated with
students. You should allow approximately 8 – 10 minutes for each presentation.
 The student must submit:
○ a complete actual-to-budget variance report
○ a completed report detailing the issues, variances, performance, recommendations and
evaluations identified from the financial information for Habitania Pty Ltd.

Questions to ask the student:

The key questions that the Board was most interested to have answered from the budgets and the
variance reports were:
1. To what extent do the reports support the view of the board that Habitania is financially
viable?
2. Will we be able to maintain our gross profit margins in the predicted downturn?’


Page 23 of 32
Case Study: Habitania Pty Ltd
Soon after the end of the first quarter, Tom Salinas the CEO of Habitania, asked you to follow up with Sarah
Patel, Habitania’s accountant, to see how the actual results compared with the budget you had prepared
three months ago. You explained that you had a meeting with Sarah that afternoon to get the results and that
you would report back as soon as you had done some analysis.
The key questions that the board was most interested to have answered from the budgets and the variance
reports were:
● ‘To what extent do the reports support the view of the board that Habitania is financially viable?’
● ‘Will we be able to maintain our gross profit margins in the predicted downturn?’

Tom and you both agreed that it had been a tough quarter with the economy still in recession and the impact
this was having on the retail sector. Banks are raising interest rates in line with the increased upward
international pressure and Habitania has a significant part of their loan funds on a variable interest rate which
changes directly with market conditions. Tom was pleased that the sales seem to be holding up reasonably
well as first quarter results are generally impacted by factors relating to public and school holidays but he
was concerned about the discounts that had to be given to generate these sales.
‘That’s going to hurt us at some point’ Tom said. ‘Just a pity we could not get into some national
magazines this quarter to promote the store offers. I’m sure that would have helped us exceed the
budgets you set. I guess we will just have to spend that advertising money in the next quarter’ Tom
said. ‘I still think we are running our wages and salaries a bit high. The industry benchmark for wages
and salaries is close to 11% of sales’
Tom went on to explain, ‘One of our contingency plans in a slowing economy is to reduce our
exposure to debt by applying our profits to the repayment of the long term debt. This will help reduce
the interest burden on the business and take some pressure off the diminishing profits. It would also
be of interest to determine the impact that our debtors has on the cash flow of the business from
2016/17.’

You are a beneficiary of the company’s profit bonus scheme that is based on the profitability of the
company’s financial reports which you are required to prepare. You also prepare the departmental reports
that form the basis of the performance review of the managers. You are the manager of the
finance/administration and prepare this department’s report as well.
You met that afternoon with Sarah and she provided you with the following report on the actual results for the
quarter ended 30 September 2017.

Page 24 of 32
 Habitania Pty Ltd
Actual Results Qtr 1
Revenue
Sales 3,371,200
– Cost Of Goods Sold 1,955,296
Gross Profit 1,415,904
Gross Profit % 42%
Expenses
– Accounting Fees 2,500
– Interest Expense 28,150
– Bank Charges 380
– Depreciation 42,500
– Insurance 3,348
– Store Supplies 790
– Advertising 150,000
– Cleaning 3,325
– Repairs & Maintenance 16,150
– Rent 660,127
– Telephone 3,100
– Electricity Expense 5,245
– Luxury Car Tax 12,000
– Fringe Benefits Tax 7,000
– Superannuation 37,404
– Wages & Salaries 410,500
– Payroll Tax 19,741
– Workers’ Compensation 8,312
Total Expenses 1,410,572
Net Profit (before tax) 5,333
Income Tax 1,600
Net Profit 3,733

GST cash flow – Actual Aged debtors – Actual

Cash flow analysis – GST Qtr 1 AGED DEBTORS

Qtr 1
GST Collected 337,120 BUDGET

Less GST Paid 279,988 Sales 3,371,200

GST Payable 57,132 % Debtors Sales 22%

Total Debtors 741,664
Current 585,915
30 days 111,250
60 days 37,083
90 days 7,417
Total Debtors 741,664

Page 25 of 32
Budget variance report template
According to the organisational policy and procedures, the following format is to be used when preparing a
budget variance report.

Habitania Pty Ltd

Variance to Budget
xxx Quarter ended mmm-yyyy
$ % F or
Actual Results Budget-Qx Actual-Qx Variance Variance U
Sales x,xxx x,xxx x,xxx x% F or U
– Cost Of Goods Sold x,xxx x,xxx x,xxx x% F or U
Gross Profit Calculation Calculation Calculation x% F or U
Gross Profit % % % % x% F or U
Expenses
– Accounting Fees x,xxx x,xxx x,xxx x% F or U
– Interest Expense x,xxx x,xxx x,xxx x% F or U
– Bank Charges x,xxx x,xxx x,xxx x% F or U
– Depreciation x,xxx x,xxx x,xxx x% F or U
– Insurance x,xxx x,xxx x,xxx x% F or U
– Store Supplies x,xxx x,xxx x,xxx x% F or U
– Advertising x,xxx x,xxx x,xxx x% F or U
– Cleaning x,xxx x,xxx x,xxx x% F or U
– Repairs & Maintenance x,xxx x,xxx x,xxx x% F or U
– Rent x,xxx x,xxx x,xxx x% F or U
– Telephone x,xxx x,xxx x,xxx x% F or U
– Electricity Expense x,xxx x,xxx x,xxx x% F or U
– Luxury Car Tax x,xxx x,xxx x,xxx x% F or U
– Fringe Benefits Tax x,xxx x,xxx x,xxx x% F or U
– Superannuation x,xxx x,xxx x,xxx x% F or U
– Wages & Salaries x,xxx x,xxx x,xxx x% F or U
– Payroll Tax x,xxx x,xxx x,xxx x% F or U
– Workers’ Compensation x,xxx x,xxx x,xxx x% F or U
Total Expenses Calculation Calculation x,xxx x% F or U
Net Profit (Before Tax) Calculation Calculation x,xxx x% F or U
Income Tax Calculation Calculation x,xxx x% F or U
Net Profit Calculation Calculation x,xxx x% F or U

Note: F = Favourable, U = Unfavourable

Debtor ageing ratio template

2015/16 2016/17 2017/18

Page 26 of 32
 Trade Debtors

Sales

Debtor Days

Anticipate that the trade debtors for the 2017/18 financial period maintain the same growth as that which took
place between 2015/16 to 2016/17.

Page 27 of 32
Page 28 of 32
 Appendix 1
Sample completed budget tables

Profit budget
PROFIT BUDGET 2017/18 Qtr 1 Qtr 2 Qtr 3 Qtr 4

Revenue - 20% 24% 26% 30%

Sales 16,971,237 3,394,247 4,073,097 4,412,522 5,091,371

– Cost of Goods Sold 9,673,605 1,934,721 2,321,665 2,515,137 2,902,081

Gross Profit 7,297,632 1,459,526 1,751,526 1,897,384 2,189,290

Gross Profit % 43% 43% 43% 43%

Expenses

– Accounting Fees 10,000 2,500 2,500 2,500 2,500

– Interest Expense 84,508 21,127 21,127 21,127 21,127

– Bank Charges 1,600 400 400 400 400

– Depreciation 170,000 42,500 42,500 42,500 42,500

– Insurance 13,390 3,348 3,348 3,348 3,348

– Store Supplies 3,749 750 900 975 1,125

– Advertising 350,000 200,000 50,000 50,000 50,000

– Cleaning 16,282 3,256 3,908 4,233 4,885

– Repairs & Maintenance 64,272 16,068 16,068 16,068 16,068

– Rent 2,640,508 660,127 660,127 660,127 660,127

– Telephone 14,997 2,999 3,599 3,899 4,499

– Electricity Expense 26,780 5,356 6,427 6,963 8,034

– Luxury Car Tax 12,000 12,000 - - -

– Fringe Benefits Tax 28,000 7,000 7,000 7,000 7,000

– Superannuation 187,020 37,404 44,885 48,625 56,106

– Wages & Salaries 2,078,000 415,600 498,720 540,280 623,400

– Payroll Tax 98,705 19,741 23,689 25,663 29,612

– Workers’ 41,560 8,312 9,974 10,806 12,468

Compensation

Total Expenses 5,841,371 1,458,488 1,395,172 1,444,514 1,543,197

Net Profit (Before Tax) 1,456,261 1,038 356,260 452,871 646,092

Income Tax 436,878 311 106,878 135,861 193,828

Net Profit 1,019,383 727 249,382 317,009 452,265

Sales budget
SALES 2017/18 Qtr 1 Qtr 2 Qtr 3 Qtr 4

BUDGET Total Budget 20% 24% 26% 30%

Total Sales 16,971,237 3,394,247 4,073,097 4,412,522 5,091,371

Bathroom 30 5,091,371 1,018,274 1,221,929 1,323,756 1,527,411

fittings %

Bedroom fittings 25 4,242,371 848,562 1,018,274 1,103,130 1,272,843

%

Mirrors 15 2,545,685 509,137 610,965 661,878 763,706

%

Decorative items 10 1,697,124 339,425 407,310 441,252 509,137

%

Lighting fixtures 20 3,394,247 678,849 814,619 882,504 1,018,274

%

GST Cashflow analysis

CASH FLOW ANALYSIS –
GST 2017/18 Qtr 1 Qtr 2 Qtr 3 Qtr 4

GST Collected 1,697,124 339,425 407,310 441,252 509,137

Less GST Paid 1,281,358 282,913 306,854 326,325 365,267

GST Payable 415,765 56,512 100,456 114,927 143,870

Aged Debtors budget

AGED DEBTORS TOTAL Qtr 1 Qtr 2 Qtr 3 Qtr 4
BUDGET

Sales 16,971,237 3,394,247 4,073,097 4,412,522 5,091,371

% Debtors Sales 20% 20% 20% 20%

Total Debtors 100% 678,849 814,619 882,504 1,018,274

Current 84% 570,234 684,280 741,304 855,350

30 Days 10% 67,885 81,462 88,250 101,827

60 Days 5% 33,942 40,731 44,125 50,914

90 Days 1% 6,788 8,146 8,825 10,183

Page 30 of 32
 Appendix 2
Sample completed report and ratio
Habitania Pty Ltd

Variance to Budget

1st Quarter ended Sep-2017

$
Actual Results Budget-Q1 Actual-Q1 Variance % Variance F or U

Sales 3,394,247 3,371,200 (23,047) -0% U

– Cost Of Goods Sold 1,934,721 1,955,296 20,575 1% U

Gross Profit 1,459,526 1,415,904 (43,622) -3% U

Gross Profit % 43% 42% (0) -2% U

Expenses

– Accounting Fees 2,500 2,500 - 0% F

– Interest Expense 21,127 28,150 7,023 33% U

– Bank Charges 400 380 (20) -5% F

– Depreciation 42,500 42,500 - 0% F

– Insurance 3,348 3,348 - 0% F

– Store Supplies 750 790 40 5% U

– Advertising 200,000 150,000 (50,000) -25% F

– Cleaning 3,256 3,325 69 2% U

– Repairs & Maintenance 16,068 16,150 82 1% U

– Rent 660,127 660,127 - 0% F

– Telephone 2,999 3,100 101 3% U

– Electricity Expense 5,356 5,245 (111) -2% F

– Luxury Car Tax 12,000 12,000 - 0% F

– Fringe Benefits Tax 7,000 7,000 - 0% F

– Superannuation 37,404 37,404 - 0% F

– Wages & Salaries 415,600 410,500 (5,100) -1% F

– Payroll Tax 19,741 19,741 - 0% F

– Workers’ Compensation 8,312 8,312 - 0% F

Total Expenses 1,458,488 1,410,572 (47,917) -3% F

Net Profit (Before Tax) 1,038 5,333 4,294 414% F

Income Tax 311 1,600 1,288 414% U

Net Profit 727 3,733 3,006 414% F

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Debtor ageing ratio
2015/16 2016/17 2017/18

Trade Debtors 850,000 975,000 1,118,325

Sales 14,550,100 15,714,108 16,971,237

Debtor Days 21 22 24

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