🟠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 ten months.
- How can our fundraising output be made more predictable 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 level Financial guidance; simultaneous integration of this financing plan with fundraising plan is to be driven by CEO.
- Others -
Action:
- No action necessary.
- Delegate cash-flow projection and analysis project.
- Develop a financing strategy and plan post cash-flow analysis.
- Consult external financial specialist.
- Think of starting a few fundraising efforts specifically designed to influence predictability in cash-flow.
- Park this task for next year and address immediate fund crunch issue.
- Others -
Notes for Development:
- Have clear sight but may not always be accurate.
- Cash-flow is linked to grant disbursal agreements and is generally known for the year.
- Consider developing other income lines for mitigating any risks around cash-flow, or unexpected change in grant relationships.