2009 Nonprofit Finance Fund. Cash Flow Webinar. This webinar was made possible with funding from MetLife Foundation. Presented by

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "2009 Nonprofit Finance Fund. Cash Flow Webinar. This webinar was made possible with funding from MetLife Foundation. Presented by"

Transcription

1 Nonprofit Finance Fund Cash Flow Webinar Presented by Carolyn Hubbard Analyst Nonprofit Finance Fund Philip Rosenbloom Associate Nonprofit Finance Fund October 13, 2009 This webinar was made possible with funding from MetLife Foundation 0

2 Nonprofit Finance Fund: Where Money Meets Mission Dedicated to keeping nonprofits in balance and in business. Serving thousands of nonprofit and funder clients since 1980 $185 million in loans; over $1 billion in capital leveraged for nonprofits 500+ Nonprofit Business Analyses; 200+ nonprofit finance workshops Formed hundreds of strategic partnerships to advance nonprofit sector Nationwide network of experts in nonprofit finance Lending Financial advisory services and workshops Assistance in preparing for managed change Financial advocacy across the nonprofit sector [NFF is] arguably the most influential voice in the ongoing effort to reshape thinking and practice about nonprofit capitalization. The Nonprofit Times 1

3 Agenda Cash and the Balance Sheet Developing a Financial Toolkit Importance of Cash Flow Projections How to Create a Cash Flow Projection Model Basic and Advanced Models Best Practices and Common Missteps Case Study How to Use Cash Flow Projections Cash Management Recession Planning 2

4 Assess Risk: Know Your Balance Sheet First things first: Know where you stand Cash: How much is there? How much of it is unrestricted? Receivables: Are they slow to collect? Are any amounts at risk? Line of Credit: Are you using debt appropriately? Is the line of an appropriate size given your cash flow cycle? Fixed assets: How will you finance repairs and replacements? Reserves: Do the exist? Have their purposes been formalized? Are they of adequate size to cover cash needs? 3

5 Assess Risk: Know Your Balance Sheet Are you operating now from a position of strength or weakness? If your balance sheet has No cash or receivables A fully drawn line of credit Little or no reserves available to management Significant wear-and-tear of fixed assets There may not be funds immediately available to cover costs during challenging times Your organization s condition will inform the urgency and types of action your leadership should take 4

6 Developing a Financial Toolkit Good financial decision-making requires timely, accurate and transparent financial information First things first: What financial planning and management tools do you currently use and are they giving you the information you need? Year-to-date actuals vs. budget Balance sheet Monthly cash flow Revenue and expense by program Tools are only as good as the assumptions behind them Remember, tools are not a substitute for making difficult decisions 5

7 The Importance of Cash Flow Projections The ability to estimate how much cash will be available over the course of the year gives you a better understanding of your organization s financial health and ability to tolerate risk By developing a visual landscape of cash flowing in and out, there is less uncertainty about whether cash will be available to meet future operating and balance sheet needs when they arise. 6

8 Tips and Considerations for Cash Flow Projections Projecting cash is a real-money exercise, comparing the cash you expect to have with the bills you must pay each month Cash in is not always the same as revenue and cash out is not always the same as expense Keep in mind that some cash may be restricted Uncertainty is inherent in projections do your best, based on the past and what you know about the future You will be required to make some assumptions about the timing and size of certain future cash receipts and cash spent. Use footnotes to keep track of your assumptions As a month ends, track actual receipts and expenditures alongside those that you have projected 7

9 A Basic Format for Cash Flow Projections Month 1 Month 2 Beginning Cash Balance Cash Source 1 [income line item providing cash] Cash Source 2 Net Assets Released Total Cash In Cash Use 1 [expense line item requiring cash] Cash Use 2 Total Cash Out Net Cash [cash sources cash uses] Total Ending Cash Balance [beginning cash + net cash] 8

10 A Basic Example for Cash Flow Projections January February Beginning Cash Balance $120 $110 Ticket Sales $50 Foundation Support $20 Net Assets Released $5 Total Cash In $75 Payroll $40 Rent $45 Total Cash Out $85 Net Cash ($10) Total Ending Cash Balance $110 9

11 A More Complete Model for Cash Flow Projections January February Beginning Total Cash $120 $110 Beginning Unrest. Operating Cash $100 $80 Ticket Sales $40 Foundation Support $20 Net Assets Released from Restriction $10 Total Operating Cash In $70 Payroll $40 Rent $50 Total Operating Cash Out $90 Net Operating Cash ($20) Ending Unrest. Operating Cash Balance $80 Capital Grant $50 Capital Project Expense $40 Net Non-Operating Cash $10 Total Net Cash ($10) Total Cash Balance $110 10

12 Best Practices: Conservative Within Reason Be disciplined and conservative, but not excessively so an unrealistic cash flow projection is useless. What does this mean? Look at historical trends in cash flow and see whether projections depart significantly from those trends Evaluate stability of existing funder and donor relationships If revenue is expected from government agencies, consider how economic conditions could impact the receipt of those funds? Don t use revenue plugs, such as money to be raised in order to make cash flow look more positive than it is Consider when temporarily restricted funds will be released for use 11

13 Best Practices: Conservative Within Reason Cash flow projections should be an ongoing process. Revise projections regularly (e.g., monthly) to compare projections to actuals and to review variances Updates to cash flow projections should impact other financial reports (e.g., budgets) 12

14 Common Missteps in Cash Flow Projections Not including a beginning cash balance at the top of the first month s column Not carrying month s ending cash balance through as the beginning cash balance of the subsequent month Insufficient detail for cash in and cash out line items Not noting cash in from receivables and cash out to payables incurred in earlier periods Straight-lining income and expenses Not putting cash flow projections into an easily readable format. Comingling restricted cash for future programs or projects with current operating cash 13

15 Case Study FY2010 Budget Jul Aug Sep Oct Nov Dec Jan Feb Mar Available Cash 2,000 48,761 3,224 28,634 52, , ,932 97, ,970 Income & Support Ticket Sales 60,750 65,000 82,775 59,125 43,375 77,150 74,150 Subscriptions 21,175 25,000 35,450 37,550 30,250 15,000 Gala 2,175 10,500 23, ,000 40,000 Individual Contributions 35,000 12,575 21,350 60,000 50,000 60,000 30,000 1,500 35,000 Grants 100,000 75,000 15,000 25,000 45,000 15,000 50,000 25,000 Total Cash In 156, , , , , , , , ,150 Expenses Salaries 70,872 75,042 77,022 64,112 85,162 64,102 70,845 81,745 80,141 Programming 41,562 50,119 39,447 43,251 82,172 42,522 35,602 18,037 18,012 G&A 20,201 15,902 15,152 14,152 14,152 14,152 14,152 13,482 13,482 Rent and Utilities 18,112 18,112 18,112 18,112 18,112 18,112 18,112 18,112 18,112 Development 6,000 1,000 22,500 31,500 Marketing 2,667 1,112 12,457 9,167 12,322 10, Total Cash Out 159, , , , , , , , ,447 Net (3,239) (45,537) (54,590) 23, ,355 60,562 (28,286) 27,324 (12,297) Net Assets Released 25,000 20,000 Operating Cash Balance (1,239) 3,224 (51,366) 52, , , , , ,673 Line of Credit draw 50, ,000 Line of credit repayment 50,000 40,000 40,000 Ending cash 48,761 3,224 28,634 52, , ,932 97, , ,673 14

16 Common Uses for Cash Flow Projections Plan cash needs and monitor availability of cash by analyzing the timing and reliability of incoming and outgoing cash Look for trends in the end of the month cash balances Estimate how much cash to keep in reserve to access during months when cash is low Determine whether short-term debt (e.g., a line of credit) would be an appropriate funding source, and if so, how much credit would be necessary Determine what strategies management might employ to manage cash flow Drawing on reserves or line of credit Extending payables and accelerating receivables Distinguish between cash flow issues, which involve a temporary lack of cash due to timing of receipts and cash issues, which involve a loss of funding that produces a cash shortage with no predictable end date 15

17 Considerations for Cash Flow During the Recession Recessions impact nonprofits by constraining both cash and cash flow How might the reliability of your organization s cash inflows be affected in an economic downturn? Will payments to vendors have to be put off, and if so, by how long? How will changes in your operating performance affect the reserves you have available to manage cash flow? 16

18 Addressing Risk: Plan Your Response Identify and quantify your current situation: What are the greatest cash flow challenges? Which activities are core to your mission and how do these activities impact cash flow? What are the non-negotiable cash needs? Engage staff, board, and possibly lenders in determining organizational reactions Determine the triggers (early indicators) that lead to implementing Plan B For example, if grant X does not arrive by date Y, we will draw $Z from our line of credit 17

19 Thank you Thank you for your participation and to the generous support of MetLife Foundation. Evaluation Please stay tuned to this website for details on our second conference call, which will address your cash flow questions on November 4 th, 2009 at 2 PM Eastern. To learn more about NFF, visit us at For questions about this webinar and NFF services available to Dance/USA, Theatre Communications Group (TCG), and The League of American Orchestras, please contact: Emily Guthman, Associate Director, New York Program 18

Nonprofit Finance Fund. Sound Financial Planning Tools for Managing Through a Downturn and Beyond. Presented by

Nonprofit Finance Fund. Sound Financial Planning Tools for Managing Through a Downturn and Beyond. Presented by Nonprofit Finance Fund Sound Financial Planning Tools for Managing Through a Downturn and Beyond Presented by Emily Guthman, Associate Director Nonprofit Finance Fund Renée Jacob, Associate Director Nonprofit

More information

2011 Nonprofit Finance Fund. Sound Financial Planning: Tools for Managing Through a Downturn and Beyond. Presented by. Renée Jacob, Associate Director

2011 Nonprofit Finance Fund. Sound Financial Planning: Tools for Managing Through a Downturn and Beyond. Presented by. Renée Jacob, Associate Director Nonprofit Finance Fund Sound Financial Planning: Tools for Managing Through a Downturn and Beyond Presented by Renée Jacob, Associate Director Nonprofit Finance Fund Philip Rosenbloom, Associate Nonprofit

More information

Critical Elements in Nonprofit Financial Statements

Critical Elements in Nonprofit Financial Statements Nonprofit Finance Fund Critical Elements in Nonprofit Financial Statements Presented by Jina Paik Associate Nonprofit Finance Fund Bill Holmes Associate Nonprofit Finance Fund This webinar was made possible

More information

Nonprofit Finance Fund. Demystifying Financial Statements: Assessing the Nonprofit Business Model. March 2013

Nonprofit Finance Fund. Demystifying Financial Statements: Assessing the Nonprofit Business Model. March 2013 Nonprofit Finance Fund Demystifying Financial Statements: Assessing the Nonprofit Business Model Presented by Alice Antonelli Senior Finance Advisor Nonprofit Finance Fund March 2013 Overview: Nonprofit

More information

Nonprofit Finance Fund. Accessing and Managing Credit Webinar. Presented by. Stephanie DeVane Associate Director, Financial Services

Nonprofit Finance Fund. Accessing and Managing Credit Webinar. Presented by. Stephanie DeVane Associate Director, Financial Services Nonprofit Finance Fund Accessing and Managing Credit Webinar Presented by Stephanie DeVane Associate Director, Financial Services Jessica LaBarbera Associate Director, Northeast Region Released the week

More information

Assessing Nonprofit Financial Health

Assessing Nonprofit Financial Health Nonprofit Finance Fund Assessing Nonprofit Financial Health Presented by: Rebecca Thomas, Vice President Nonprofit Finance Fund April 19, 2012 Presented in collaboration with: Overview: Nonprofit Finance

More information

HOSPIRA (HSP US) HISTORICAL COMMON STOCK PRICE INFORMATION

HOSPIRA (HSP US) HISTORICAL COMMON STOCK PRICE INFORMATION 30-Apr-2004 28.35 29.00 28.20 28.46 28.55 03-May-2004 28.50 28.70 26.80 27.04 27.21 04-May-2004 26.90 26.99 26.00 26.00 26.38 05-May-2004 26.05 26.69 26.00 26.35 26.34 06-May-2004 26.31 26.35 26.05 26.26

More information

Median and Average Sales Prices of New Homes Sold in United States

Median and Average Sales Prices of New Homes Sold in United States Jan 1963 $17,200 (NA) Feb 1963 $17,700 (NA) Mar 1963 $18,200 (NA) Apr 1963 $18,200 (NA) May 1963 $17,500 (NA) Jun 1963 $18,000 (NA) Jul 1963 $18,400 (NA) Aug 1963 $17,800 (NA) Sep 1963 $17,900 (NA) Oct

More information

THE UNIVERSITY OF BOLTON

THE UNIVERSITY OF BOLTON JANUARY Jan 1 6.44 8.24 12.23 2.17 4.06 5.46 Jan 2 6.44 8.24 12.24 2.20 4.07 5.47 Jan 3 6.44 8.24 12.24 2.21 4.08 5.48 Jan 4 6.44 8.24 12.25 2.22 4.09 5.49 Jan 5 6.43 8.23 12.25 2.24 4.10 5.50 Jan 6 6.43

More information

Nonprofit Finance Fund Cultural Data Project. Getting to Know the Financial Health Analysis (FHA) Presented by:

Nonprofit Finance Fund Cultural Data Project. Getting to Know the Financial Health Analysis (FHA) Presented by: Nonprofit Finance Fund Cultural Data Project Getting to Know the Financial Health Analysis (FHA) Presented by: Rebecca Thomas Vice President Nonprofit Finance Fund Joanna Reiner Senior Specialist, Finance

More information

Financial Statement Consolidation

Financial Statement Consolidation Financial Statement Consolidation We will consolidate the previously completed worksheets in this financial plan. In order to complete this section of the plan, you must have already completed all of the

More information

Need to know finance

Need to know finance Need to know finance You can t hide from it Every decision has financial implications Estimating sales and cost of sales (aka direct costs) Gross Profit and Gross Profit Margin (GPM) Sales cost of sales

More information

Nonprofit Finance Fund. Preparing Your Organization to Apply for a Loan. Anne Dyjak Chief Credit Officer & Vice President Nonprofit Finance Fund

Nonprofit Finance Fund. Preparing Your Organization to Apply for a Loan. Anne Dyjak Chief Credit Officer & Vice President Nonprofit Finance Fund Nonprofit Finance Fund Preparing Your Organization to Apply for a Loan Anne Dyjak Chief Credit Officer & Vice President Nonprofit Finance Fund June 2010 Agenda Introductions Considering a Loan? What types

More information

OPERATING FUND. PRELIMINARY & UNAUDITED FINANCIAL HIGHLIGHTS September 30, 2015 RENDELL L. JONES CHIEF FINANCIAL OFFICER

OPERATING FUND. PRELIMINARY & UNAUDITED FINANCIAL HIGHLIGHTS September 30, 2015 RENDELL L. JONES CHIEF FINANCIAL OFFICER PRELIMINARY & UNAUDITED FINANCIAL HIGHLIGHTS September 30, 2015 RENDELL L. JONES CHIEF FINANCIAL OFFICER MANAGEMENT OVERVIEW September 30, 2015 Balance Sheet Cash and cash equivalents had a month-end balance

More information

Training Manual: The Basics of Financing Agriculture

Training Manual: The Basics of Financing Agriculture Training Manual: The Basics of Financing Agriculture Acknowledgement The Agriculture Finance Training Manual is part of AgriFin s Agriculture Finance Training Tools. The Manual was developed by IPC - Internationale

More information

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS* COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun

More information

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS* COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun

More information

Cash Flow Budget: What Will It Tell Me? *

Cash Flow Budget: What Will It Tell Me? * Purdue Extension Knowledge to Go Cash Flow Budget: What Will It Tell Me? * How much financing will your farm business require this year? When will money be needed, and from where will it come? A little

More information

BUSINESS LOAN APPLICATION

BUSINESS LOAN APPLICATION BUSINESS LOAN APPLICATION Superior National Bank & Trust Company 235 Quincy Street, P.O. Box 450 Hancock, MI 49930 phone 906.482.0404 toll-free 1.866.482.0404 1 INTRODUCTION Thank you for considering Superior

More information

Business Start Up Basics III

Business Start Up Basics III Business Start Up Basics III Intro to Accounting Presented by: Suzie Dills SBDC Business Consultant Agenda Key Objectives of the Course Brief History & Definition of Accounting General Ledger Double Entry

More information

NATIONAL CREDIT UNION SHARE INSURANCE FUND

NATIONAL CREDIT UNION SHARE INSURANCE FUND NATIONAL CREDIT UNION SHARE INSURANCE FUND PRELIMINARY & UNAUDITED FINANCIAL HIGHLIGHTS RENDELL L. JONES CHIEF FINANCIAL OFFICER MANAGEMENT OVERVIEW Balance Sheet Other - Insurance and Guarantee Program

More information

CHAPTER 27. Short-Term Financial Planning. Chapter Synopsis

CHAPTER 27. Short-Term Financial Planning. Chapter Synopsis CHAPTER 27 Short-Term Financial Planning Chapter Synopsis 27.1 Forecasting Short-Term Financing Needs The first step in short-term financial planning is to forecast the company s future cash flows. This

More information

AT&T Global Network Client for Windows Product Support Matrix January 29, 2015

AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 Product Support Matrix Following is the Product Support Matrix for the AT&T Global Network Client. See the AT&T Global Network

More information

Financial. Management FOR A SMALL BUSINESS

Financial. Management FOR A SMALL BUSINESS Financial Management FOR A SMALL BUSINESS Welcome 1. Agenda 2. Ground Rules 3. Introductions FINANCIAL MANAGEMENT 2 Objectives Explain the concept of financial management and its importance to a small

More information

The Cash Flow Forecast

The Cash Flow Forecast The Cash Flow Forecast A Cash Flow Forecast is a form of budget This is a VERY important business document It will show when cash is expected to flow into and out of a business over a period of time Inflows

More information

Cash flow lesson suggestions & activities - CIMA

Cash flow lesson suggestions & activities - CIMA Cash flow lesson suggestions & activities - CIMA Learning outcomes Students should... Understand the structure of a cash flow forecast (AO1) and evaluate cash flow forecasts as decision making tools (AO3/4)

More information

Working Capital and the Financing Decision C H A P T E R S I X

Working Capital and the Financing Decision C H A P T E R S I X Working Capital and the Financing Decision C H A P T E R S I X Limited 2000 Figure 6-1a The nature of asset growth A. Stage I: Limited or no Growth PPT 6-1 Dollars Temporary current assets Capital assets

More information

NAV HISTORY OF DBH FIRST MUTUAL FUND (DBH1STMF)

NAV HISTORY OF DBH FIRST MUTUAL FUND (DBH1STMF) NAV HISTORY OF DBH FIRST MUTUAL FUND () Date NAV 11-Aug-16 10.68 8.66 0.38% -0.07% 0.45% 3.81% 04-Aug-16 10.64 8.66-0.19% 0.87% -1.05% 3.76% 28-Jul-16 10.66 8.59 0.00% -0.34% 0.34% 3.89% 21-Jul-16 10.66

More information

White Paper. ALM: Manage Your Interest Rate Risk From the Bottom Up

White Paper. ALM: Manage Your Interest Rate Risk From the Bottom Up White Paper ALM: Manage Your Interest Rate Risk From the Bottom Up Use asset and liability management (ALM) software and effective business practices to manage interest rate risk. As a credit union leader,

More information

www.pwc.com Beyond Sport Online Learning Session Toolkit: Budgeting and Forecasting

www.pwc.com Beyond Sport Online Learning Session Toolkit: Budgeting and Forecasting www.pwc.com Beyond Sport Online Learning Session Toolkit: Budgeting and Forecasting What is financial management? Financial management can be defined as managing the finances of an organisation in order

More information

Business Plan Planning Service Financial Analyses and Projections

Business Plan Planning Service Financial Analyses and Projections Business Plan Planning Service Financial Analyses and Projections Financials Included With Every Ceo Resource Plan These are the financial analyses and projections that are included with all plans developed

More information

Child Care Center. Financial Planning and Facilities Development Manual

Child Care Center. Financial Planning and Facilities Development Manual Child Care Center Financial Planning and Facilities Development Manual All Rights Reserved. Copyright 2009 Insight Center for Community Economic Development TABLE OF CONTENTS About the Manual... 1 Services

More information

Financial. Management FOR A SMALL BUSINESS

Financial. Management FOR A SMALL BUSINESS Financial Management FOR A SMALL BUSINESS 1 Agenda Welcome, Pre-Test, Agenda, and Learning Objectives Benefits of Financial Management Budgeting Bookkeeping Financial Statements Business Financing Key

More information

Understanding Financial Statements. For Your Business

Understanding Financial Statements. For Your Business Understanding Financial Statements For Your Business Disclaimer The information provided is for informational purposes only, does not constitute legal advice or create an attorney-client relationship,

More information

Cash Flow Forecasting & Break-Even Analysis

Cash Flow Forecasting & Break-Even Analysis Cash Flow Forecasting & Break-Even Analysis 1. Cash Flow Cash Flow Projections What is cash flow? Cash flow is an estimate of the timing of when the cash associated with sales will be received and when

More information

Cool Spring Analytics

Cool Spring Analytics Understanding Financial Statements 1 by Patricia Egan and Nancy Sasser Welcome to the world of numbers, arguably the least understood aspect of service as a trustee. In this article we will describe the

More information

Financial Statement Preparation Webinar. Presented by Nick Chapman VEI Program Coordinator New York City

Financial Statement Preparation Webinar. Presented by Nick Chapman VEI Program Coordinator New York City Financial Statement Preparation Webinar Presented by Nick Chapman VEI Program Coordinator New York City 122 Amsterdam Ave. New York, NY 10023 Phone: 212-769-2710 www.veinternational.org Objectives: Review

More information

Charities Review Council Financial Session. Barbara Clare MAP for Nonprofits Chief Financial Officer bclare@mapfornonprofits.org

Charities Review Council Financial Session. Barbara Clare MAP for Nonprofits Chief Financial Officer bclare@mapfornonprofits.org Charities Review Council Financial Session Barbara Clare MAP for Nonprofits Chief Financial Officer bclare@mapfornonprofits.org Session Objectives Review and understanding of basic financial statement

More information

NONPROFITS ASSISTANCE FUND FINANCIAL STATEMENTS YEARS ENDED MARCH 31, 2015 AND 2014

NONPROFITS ASSISTANCE FUND FINANCIAL STATEMENTS YEARS ENDED MARCH 31, 2015 AND 2014 FINANCIAL STATEMENTS YEARS ENDED TABLE OF CONTENTS YEARS ENDED INDEPENDENT AUDITORS' REPORT 1 FINANCIAL STATEMENTS STATEMENTS OF FINANCIAL POSITION 3 STATEMENTS OF ACTIVITIES 5 STATEMENTS OF CASH FLOWS

More information

May 2014 Texas School Bond Elections

May 2014 Texas School Bond Elections May 2014 Texas School Bond Elections What are the individual districts needs? New facilities Renovations Technology Central facilities How much tax revenue can the district generate? Depends on district

More information

Performance Dashboards in Local Government: What, Why, and How?

Performance Dashboards in Local Government: What, Why, and How? Performance Dashboards in Local Government: What, Why, and How? City of Portland TriMet TSCC Quarterly Meeting August 18, 2015 Dashboards: An Overview What s Driving the Interest in Performance Dashboards?

More information

UNDERSTANDING WHERE YOU STAND. A Simple Guide to Your Company s Financial Statements

UNDERSTANDING WHERE YOU STAND. A Simple Guide to Your Company s Financial Statements UNDERSTANDING WHERE YOU STAND A Simple Guide to Your Company s Financial Statements Contents INTRODUCTION One statement cannot diagnose your company s financial health. Put several statements together

More information

Integrated Financial Plan FY2012

Integrated Financial Plan FY2012 Integrated Financial FY Delivering The new reality The fiscal year Integrated Financial (IFP) has an Operating with a projected Operating Loss of $3.0 billion, versus a loss of $2.2 billion in, despite

More information

Financial Summary 3rd quarter of FY2012. January 29, 2013 Tohoku Electric Power Co., Inc.

Financial Summary 3rd quarter of FY2012. January 29, 2013 Tohoku Electric Power Co., Inc. Financial Summary FY2012 January 29, 2013 Tohoku Electric Power Co., Inc. Contents 1. Summary of the FY2012 Results 2. Electricity Sales 3. Large Industry Sector 4. Electricity Generated and Purchased,

More information

Financial Analysis 201: Assessing Nonprofit Financial Health

Financial Analysis 201: Assessing Nonprofit Financial Health Nonprofit Finance Fund Financial Analysis 201: Assessing Nonprofit Financial Health Presented to Presented by David Greco, Vice President Nonprofit Finance Fund This presentation is generously sponsored

More information

Financing Entrepreneurial Ventures Part 1 Financial Plan & Statements

Financing Entrepreneurial Ventures Part 1 Financial Plan & Statements Financing Entrepreneurial Ventures Part 1 Financial Plan & Statements Barbara Peitsch Program Director, Univ. of Michigan Peter Scott Professor of Entrepreneurship/Consultant August 2015 Economic Empowerment

More information

SeaChange Capital Partners, Inc. Financial Statements. December 31, 2014 and 2013

SeaChange Capital Partners, Inc. Financial Statements. December 31, 2014 and 2013 Financial Statements Board of Directors SeaChange Capital Partners, Inc. Independent Auditors Report We have audited the accompanying financial statements of SeaChange Capital Partners, Inc. (SeaChange),

More information

NONPROFIT ENTERPRISE AT WORK, INC.

NONPROFIT ENTERPRISE AT WORK, INC. FINANCIAL STATEMENTS For the year ended June 30, 2013 and 2012 FINANCIAL STATEMENTS For the year ended June 30, 2013 and 2012 TABLE OF CONTENTS FINANCIAL STATEMENTS...2 Statements of Financial Position...2

More information

QUARTERLY REPORT FOR THE PERIOD ENDING 31 MARCH 2015

QUARTERLY REPORT FOR THE PERIOD ENDING 31 MARCH 2015 QUARTERLY REPORT FOR THE PERIOD ENDING 31 MARCH 2015 HIGHLIGHTS Positive free cashflow (revenue less operating costs and CAPEX) of $191k for the month of March; a first in the history of Lynas Amended

More information

GUIDE TO CREATING A CAPITAL CAMPAIGN PLAN: CONTENTS

GUIDE TO CREATING A CAPITAL CAMPAIGN PLAN: CONTENTS GUIDE TO CREATING A CAPITAL CAMPAIGN PLAN: CONTENTS NOTE (9-17-10): This Guide wasn t designed as a template for a capital campaign plan. It was originally created as a tool and proposal attachment for

More information

4D. Fiscal: Managing Cash Flow Challenges. CAPLAW 2011 National Training Conference

4D. Fiscal: Managing Cash Flow Challenges. CAPLAW 2011 National Training Conference 4D. Fiscal: Managing Cash Flow Challenges CAPLAW 2011 National Training Conference Thursday, June 16, 2011 4 p.m. 5:30 p.m. Minneapolis, MN Ms. Kay Sohl, PA Kay Sohl Consulting 3343 NE 18th Ave. Portland,

More information

Financial Health Analysis. Sample Choir. Overview 1. Dashboard 2

Financial Health Analysis. Sample Choir. Overview 1. Dashboard 2 Report Sample Choir Page Overview 1 Dashboard 2 Overall Annual Performance Overview 3 Unrestricted Revenue & Expenses 4 Unrestricted Surplus (Deficit) 5 Separating Operating Revenue from Capital 7 Revenue

More information

ebrief for freelancers and contractors Borrowing company money

ebrief for freelancers and contractors Borrowing company money ebrief for freelancers and contractors Borrowing company money The facts behind the Directors Loan Account Taking money from the business for personal use when trading as a partnership or sole trader is

More information

Financial Ratio Analysis A GUIDE TO USEFUL RATIOS FOR UNDERSTANDING YOUR SOCIAL ENTERPRISE S FINANCIAL PERFORMANCE

Financial Ratio Analysis A GUIDE TO USEFUL RATIOS FOR UNDERSTANDING YOUR SOCIAL ENTERPRISE S FINANCIAL PERFORMANCE Financial Ratio Analysis A GUIDE TO USEFUL RATIOS FOR UNDERSTANDING YOUR SOCIAL ENTERPRISE S FINANCIAL PERFORMANCE December 2013 Acknowledgments This guide and supporting tools were developed by Julie

More information

BUSINESS PLAN TEMPLATE

BUSINESS PLAN TEMPLATE iplanner.net Small Business Plans Online BUSINESS PLAN TEMPLATE For a start-up company 18/01/2012 12:33:19(GMT) Executive Summary... 3 Business Overview... 3 Products and Services... 3 Sales Forecast...

More information

Guide to Business Planning

Guide to Business Planning Voluntary Sector Support Guide to Business Planning PROMOTING EXCELLENCE IN VOLUNTARY AND COMMUNITY SERVICES www.communityimpactbucks.org.uk Community Impact Bucks is a registered charity no:1070267 company

More information

Managing The Firm s Assets

Managing The Firm s Assets CHAPTER OUTLINE Spotlight: The United Companies (http://www.uniteddc.com) 1 The Working-Capital Cycle Describe the working-capital cycle of a small business. Working-capital management Define working capital

More information

Accrual Accounting Fundamentals

Accrual Accounting Fundamentals Accrual Accounting Fundamentals A Primer To assist in maintaining the knowledge and skills after training. Outline of program Introduction to Accrual Accounting Terminology - Definitions Key Financial

More information

Preparing Agricultural Financial Statements

Preparing Agricultural Financial Statements Preparing Agricultural Financial Statements Thoroughly understanding your business financial performance is critical for success in today s increasingly competitive agricultural environment. Accurate records

More information

Vol. 1, Chapter 3 - Accounting Adjustments

Vol. 1, Chapter 3 - Accounting Adjustments Vol. 1, Chapter 3 - Accounting Adjustments Problem 1 1. ($20,000 2,000) 48 = $375 per month 2. Jan. 31 Depreciation Expense $375 Accumulated Depreciation Van $375 To record depreciation expense for January

More information

YEARLY ANALYSIS SHEET - CASH RECEIPTS 20

YEARLY ANALYSIS SHEET - CASH RECEIPTS 20 YEARLY ANALYSIS SHEET - CASH RECEIPTS 20 Name: (Unit/District/Division/Region/Support Group/District Management Team) Month 5 6 7 8 9 10 11 12 13 14 15 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL

More information

Breakfast Briefing: Using Data Dashboards for Better Nonprofit Governance October 7, 2014 Riddell Williams P.S. With Clark Nuber Rhona Kwiram

Breakfast Briefing: Using Data Dashboards for Better Nonprofit Governance October 7, 2014 Riddell Williams P.S. With Clark Nuber Rhona Kwiram Breakfast Briefing: Using Data Dashboards for Better Nonprofit Governance October 7, 2014 Riddell Williams P.S. With Clark Nuber Rhona Kwiram rkwiram@clarknuber.com Tableau Foundation Neal Myrick nmyrick@tableausoftware.com

More information

Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138. Exhibit 8

Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138. Exhibit 8 Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 1 of 138 Exhibit 8 Case 2:08-cv-02463-ABC-E Document 1-4 Filed 04/15/2008 Page 2 of 138 Domain Name: CELLULARVERISON.COM Updated Date: 12-dec-2007

More information

Planning your cash flow

Planning your cash flow Planning your cash flow Business Coach series Preparing the cash flow forecast Keeping on track Business Coach series The cash flow process The situation Money goes out earlier and faster than it comes

More information

Consumer ID Theft Total Costs

Consumer ID Theft Total Costs Billions Consumer and Business Identity Theft Statistics Business identity (ID) theft is a growing crime and is a growing concern for state filing offices. Similar to consumer ID theft, after initially

More information

Financial Statements

Financial Statements Financial Statements The financial information forms the basis of financial planning, analysis & decision making for an organization or an individual. Financial information is needed to predict, compare

More information

Building a Financing Plan For the Entrepreneur For the Investor

Building a Financing Plan For the Entrepreneur For the Investor Building a Financing Plan For the Entrepreneur For the Investor Founded by: Sections B asics Entrepreneur vs. Investor Fund Raising Environment Sources of information Questions Where do you start? You

More information

Financial Management

Financial Management Financial Management Objectives To gain a better understanding Financial management best practices Budgeting Process Roles / responsibilities Financial statements Your Needs and Expectations What questions

More information

Managing Cash Flow on Construction Projects. Alison Sellers October 25, 2012

Managing Cash Flow on Construction Projects. Alison Sellers October 25, 2012 Managing Cash Flow on Construction Projects Alison Sellers October 25, 2012 1 The material appearing in this presentation is for informational purposes only and is not legal or accounting advice. Communication

More information

BUSINESS PLAN GUIDE. Send completed business plans to:

BUSINESS PLAN GUIDE. Send completed business plans to: BUSINESS PLAN GUIDE Send completed business plans to: Waubetek Business Development Corporation 6 Rainbow Ridge Road P.O. Box 209 Birch Island, ON P0P 1A0 1-800-665-2248 toll-free (705) 285-4275 phone

More information

BUSINESS PLANS. . The best part of this is that it is free!

BUSINESS PLANS. . The best part of this is that it is free! BUSINESS PLANS A business plan is absolutely essential to the creation of a new business entity as well as the continued profitable operation of an established business. The conduct of a business in the

More information

Working Capital Management

Working Capital Management Working Capital Management Gitman and Hennessey, Chapter 14 Spring 2004 14.1 Net Working Capital Fundamentals In 2002, current assets accounted for 31.7% of non-financial Canadian corporations total assets.

More information

Working Capital Management

Working Capital Management Working Capital Management Gitman and Hennessey, Chapter 14 Spring 2004 14.1 Net Working Capital Fundamentals In 2002, current assets accounted for 31.7% of non-financial Canadian corporations total assets.

More information

www.srsd.mb.ca FINANCIAL SERVICES REQUEST FOR PROPOSAL November 17, 2010 475a Senez Street Winnipeg, Manitoba R0A 0Y0 204-878-4713

www.srsd.mb.ca FINANCIAL SERVICES REQUEST FOR PROPOSAL November 17, 2010 475a Senez Street Winnipeg, Manitoba R0A 0Y0 204-878-4713 Seine River School Division www.srsd.mb.ca 475a Senez Street Winnipeg, Manitoba R0A 0Y0 204-878-4713 FINANCIAL SERVICES REQUEST FOR PROPOSAL November 17, 2010 Page 1 of 9 Seine River School Division is

More information

Transitional Living Centers of Oklahoma, Inc. Financial Statements and Independent Auditor s Report. December 31, 2014 and 2013

Transitional Living Centers of Oklahoma, Inc. Financial Statements and Independent Auditor s Report. December 31, 2014 and 2013 Financial Statements and Independent Auditor s Report December 31, 2014 and 2013 Table of Contents PAGE Independent Auditor s Report... 3 Financial Statements Statements of Financial Position... 4 Statements

More information

This week its Accounting and Beyond

This week its Accounting and Beyond This week its Accounting and Beyond Monday Morning Session Introduction/Accounting Cycle Afternoon Session Tuesday The Balance Sheet Wednesday The Income Statement The Cash Flow Statement Thursday Tools

More information

Financial Planning for Small and Medium-Sized Companies

Financial Planning for Small and Medium-Sized Companies Financial Planning for Small and Medium-Sized Companies Financial Planning Overview 1 From Vision to Company Goal 4 2 What Is Financial Planning? 6 3 How Do I Create a Financial Plan? 8 4 Budget Control

More information

Managing Restricted Funds

Managing Restricted Funds Managing Restricted Funds A resource article by Nonprofits Assistance Fund Unique accounting standards require that nonprofit organizations report contributed income in one of three categories unrestricted,

More information

Business Plan. Your Business Name

Business Plan. Your Business Name Business Plan Your Business Name Owners Address City, ST ZIP Code Telephone Fax E-Mail Date: Page 2 II. Executive Summary Write this section last. We suggest that you make it one page long; two pages max.

More information

PART 3 CASH FLOW FORMULA:

PART 3 CASH FLOW FORMULA: PART 3 CASH FLOW FORMULA: And, now, back to the question that started this series: What is the secret to SUCCESSFULLY FORECASTING CASH? BY STEVEN D. LORDS FORECASTING CASH In Cash Flow Formula Part 1,

More information

South Carolina Unemployment Insurance Trust Fund Annual Assessment FY2015

South Carolina Unemployment Insurance Trust Fund Annual Assessment FY2015 South Carolina Unemployment Insurance Trust Fund Annual Assessment FY2015 Executive Summary For each fiscal year, the South Carolina Department of Employment and Workforce is required to submit, by October

More information

CARE HOME SAMPLE PACK LIMITED

CARE HOME SAMPLE PACK LIMITED MANAGEMENT ACCOUNTS For the month of May 2010 1 KPIs Registered beds: 45 Jan-10 Feb-10 Mar-10 Apr-10 Jun-10 Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Year to Date Average Occupancy 43.50 43.00 41.30 41.90

More information

GRACE CHURCH CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED MAY 31, 2012 AND 2011

GRACE CHURCH CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED MAY 31, 2012 AND 2011 CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED MAY 31, 2012 AND 2011 TABLE OF CONTENTS YEARS ENDED MAY 31, 2012 AND 2011 INDEPENDENT AUDITORS REPORT 1 CONSOLIDATED FINANCIAL STATEMENTS CONSOLIDATED STATEMENTS

More information

Assessing cashflow. Overheads (creditors) Sale of fixed assets. Cost of goods sold Investment income

Assessing cashflow. Overheads (creditors) Sale of fixed assets. Cost of goods sold Investment income Managing cash flow Simply put, cash flow is the money coming into, and going out of, your business. You need to take into account not just the amounts of money coming in and going out, but when movements

More information

Chapter 12 Forecasting and Short- Term Financial Planning

Chapter 12 Forecasting and Short- Term Financial Planning Chapter 12 Forecasting and Short- Term Financial Planning LEARNING OBJECTIVES 1. Understand the sources and uses of cash in building a cash budget. 2. Explain how companies use sales forecasts to predict

More information

AUSTIN STONE COMMUNITY CHURCH FINANCIAL STATEMENTS AND INDEPENDENT AUDITORS' REPORT JULY 31, 2014 AND 2013

AUSTIN STONE COMMUNITY CHURCH FINANCIAL STATEMENTS AND INDEPENDENT AUDITORS' REPORT JULY 31, 2014 AND 2013 FINANCIAL STATEMENTS AND INDEPENDENT AUDITORS' REPORT C O N T E N T S Page Independent Auditors' Report 1 Financial Statements Statements of Financial Position 3 Statements of Activities 4 Statements of

More information

Planning your cash flow

Planning your cash flow 5 Planning your cash flow PROFITS ARE NOT CASH 80 OPERATING CYCLE 81 CASH FLOW BUDGETING 82 TRADE DEBTORS 87 TRADING STOCK 89 OVERCOMING CASH FLOW PROBLEMS 91 MINIMUM CASH RESERVE 92 If the cash flowing

More information

Accounting Basics: The Balance Sheet & Key Performance Indicators

Accounting Basics: The Balance Sheet & Key Performance Indicators Best Practices page 1 of 8 _ Accounting Basics: The Balance Sheet & Key Performance Indicators Contributed by Michael A. Webber, A/E FINANCE The AIA collects and disseminates Best Practices as a service

More information

METRO. Fiscal Year 2013 Monthly Board Report. June 2013 (Third Quarter Fiscal Year-to-Date)

METRO. Fiscal Year 2013 Monthly Board Report. June 2013 (Third Quarter Fiscal Year-to-Date) METRO Fiscal Year 2013 Monthly Board Report Revenue Expense Ridership Performance (Third Quarter Fiscal Year-to-Date) 7/16/2013 Table of Contents Section A Section B Section C Section D Section E Section

More information

ANNEXURE 1 STATUS OF 518 DEMAT REQUESTS PENDING WITH NSDL

ANNEXURE 1 STATUS OF 518 DEMAT REQUESTS PENDING WITH NSDL ANNEXURE 1 STATUS OF 518 DEMAT REQUESTS PENDING WITH NSDL Sr. No. Demat Request No.(DRN) DP ID Client ID Date of Demat Request Received Quantity Requested Date of Demat Request Processed No. of days of

More information

Guide for Non-profit Organization Financial Administrative Form

Guide for Non-profit Organization Financial Administrative Form Guide for Non-profit Organization Financial Administrative Form This general guidance is provided by the State Education Department (SED) to assist non-profit organizations in completing the Non-profit

More information

WEATHERHEAD EXECUTIVE EDUCATION COURSE CATALOG

WEATHERHEAD EXECUTIVE EDUCATION COURSE CATALOG 2016 WEATHERHEAD EXECUTIVE EDUCATION COURSE CATALOG APPRECIATIVE INQUIRY COMMUNICATION AND PROFESSIONAL SKILLS EMOTIONAL INTELLIGENCE FINANCIAL DECISION MAKING DESIGNING INNOVATION AND STRATEGY MANAGING

More information

Enhanced Vessel Traffic Management System Booking Slots Available and Vessels Booked per Day From 12-JAN-2016 To 30-JUN-2017

Enhanced Vessel Traffic Management System Booking Slots Available and Vessels Booked per Day From 12-JAN-2016 To 30-JUN-2017 From -JAN- To -JUN- -JAN- VIRP Page Period Period Period -JAN- 8 -JAN- 8 9 -JAN- 8 8 -JAN- -JAN- -JAN- 8-JAN- 9-JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- -JAN- 8-JAN- 9-JAN- -JAN- -JAN- -FEB- : days

More information

Report under Section 80(1) of the Banking Act 2009 on the Dunfermline Building Society (DBS) Bridge Bank

Report under Section 80(1) of the Banking Act 2009 on the Dunfermline Building Society (DBS) Bridge Bank BANK OF ENGLAND Report under Section 80(1) of the Banking Act 2009 on the Dunfermline Building Society (DBS) Bridge Bank July 2010 1 Report under Section 80(1) of the Banking Act 2009 on the DBS Bridge

More information

Accounting Self Study Guide for Staff of Micro Finance Institutions

Accounting Self Study Guide for Staff of Micro Finance Institutions Accounting Self Study Guide for Staff of Micro Finance Institutions LESSON 5 Summarizing Changes in Financial Position OBJECTIVES The purpose of this lesson is to show how to summarize the transactions

More information

tutor2u Cash Management How and Why Businesses Need to Manage their Cash AS & A2 Business Studies PowerPoint Presentations 2005

tutor2u Cash Management How and Why Businesses Need to Manage their Cash AS & A2 Business Studies PowerPoint Presentations 2005 Cash Management How and Why Businesses Need to Manage their Cash AS & A2 Business Studies PowerPoint Presentations 2005 Importance of Cash (1) A business can exist for a while without making profits but

More information

PLANNING FOR SUCCESS P a g e 0

PLANNING FOR SUCCESS P a g e 0 PLANNING FOR SUCCESS P a g e 0 PLANNING FOR SUCCESS P a g e 1 Planning for Success: Your Guide to Preparing a Business and Marketing Plan This guide is designed to help you put together a comprehensive,

More information

Knowledge is Power The Business Mindset The nitty gritty of understanding your cash flow CCIQ Webinar 28 October 2015

Knowledge is Power The Business Mindset The nitty gritty of understanding your cash flow CCIQ Webinar 28 October 2015 Knowledge is Power The Business Mindset The nitty gritty of understanding your cash flow CCIQ Webinar 28 October 2015 Webinar Presenter Jason Krenske Partner at Ulton Jason has worked with many businesses

More information

KWIKWETLEM FIRST NATION FINANCIAL STATEMENTS MARCH 31, 2015

KWIKWETLEM FIRST NATION FINANCIAL STATEMENTS MARCH 31, 2015 FINANCIAL STATEMENTS MARCH 31, 2015 INDEX TO THE FINANCIAL STATEMENTS Management's Responsibility for Financial Reporting Independent Auditors' Report Consolidated Statement of Financial Position Statement

More information