Cash-flow

• 🟢 Our monthly cash-flow is predictable and consistent
• 🟡 We work around annual cash-flow and the same is linked solely with grants we have acquired
• 🟠 We have cash-flow sight for a very short period - maybe 2 quarters; beyond that we have no idea on future cash-flow
• 🔴 Lots of uncertainty over monthly cash-flow

🟢 Our monthly cash-flow is predictable and consistent

Highly developed: No difficulty in predicting cash-flow.

Reflection:

• No immediate response required as we do have cash-flow mapping done for the next ten months.
• Others -

Action:

• No action necessary.
• Others -

Notes for Development:

1. No difficulty in predicting cash-flow.
   
   
2. Cash-flow is consistent and generally predictable on a month by month basis, for the next twelve months.
   
   
3. Highly developed funding portfolio has been helping in controlling the cash flow as per expenditure plans.

🟡 We work around annual cash-flow and the same is linked solely with grants we have acquired

Developing: Have clear sight but may not always be accurate.

Reflection:

• No immediate response required as we do have cash-flow mapping done for the next few quarters months.
• Others -

Action:

• Park this task for next year and address immediate fund crutch issue.
• Others -

Notes for Development:

1. Have clear sight but may not always be accurate.
   
   
2. Cash-flow is linked to grant disbursal agreements and is generally known for the year.
   
   
3. Consider developing other income lines for mitigating any risks around cash-flow, or unexpected change in grant relationships.

🟠 We have cash-flow sight for a very short period - maybe 2 quarters; beyond that we have no idea on future cash-flow

Poorly developed: Have cash-flow sight for a short period and is inadequate for financial prudence.

Reflection:

• Fundraising and organisation financing plan to be developed with the aid of FF level Financial guidance; simultaneous integration of this financing plan with fundraising plan is to be driven by CEO.
• Conduct a risk analysis for unpredictable cash-flow.
• Others
  

Action:

• Think of starting a few fundraising efforts specifically designed to influence predictability in cash-flow.
• Delegate cash-flow projection and analysis project.
• Others -

Notes for Development:

1. Have cash-flow sight for a short period and is inadequate for financial prudence.
   
   
2. Cash-flow situation is not in control mostly.
   
   
3. Consider developing other income lines for mitigating any risks around cash-flow.

🔴 Lots of uncertainty over monthly cash-flow

High risk: Does not have strong sight to cash-flow situation mostly.

Reflection:

• Cash-flow situation for the next twelve months to be studied and a risk mapping is to be done by Finance, with clear recommendation on preferred cash-flow based on planned expenditure, recurring or core costs etc.
• Fundraising and organisation financing plan to be developed with the aid of FF (or other external experts) level
• Financial guidance; simultaneous integration of this financing plan with fundraising plan is to be driven by CEO.
• Others -

Action:

• Delegate cash-flow projection and analysis project.
• Develop a financing strategy and plan post cash-flow analysis.
• Consult external financial specialist.
• Others -

Notes for Development:

1. Does not have strong sight to cash-flow situation mostly.
   
   
2. Cash-flow situation is hardly in control ever and it lead to high financial stress to the organisation.
   
   
3. Consider developing new income lines for mitigating any risks around cash-flow and its predictability.