🟡 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 tenfew quarters 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 crunchcrutch 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.