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🟠 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:

  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.