From Debits and Credits to Financials: a Quick Review of Accounting
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Webinar Small Business Playbook for Effective Cash Flow Forecasting Pretty Books Learning Lab 2 03/2020
Webinar Small Business Playbook for Effective Cash Flow Forecasting Pretty Books Learning Lab 2 03/2020 Learning Lab Playbook // Cash flow management is vital to all companies, big or small. Establishing good Small Business cash flow forecasting practices provides you with clarity into your money and lets Playbook for Effective you stay ahead of the game. In this learning lab, you will learn the playbook for Cash Flow Forecasting managing cash flow forecasting. Pretty Books Before we begin. 3 03/2020 • Presentation is about 10 minutes. • Email questions after the webinar to: [email protected] • Free 30-Min Office Hour available . • Presentation will be emailed to you. • Cash Flow tool kit is available for download on the resources page of our website. Pretty Books Agenda 4 03/2020 Introduction The Financial ‘Fog‘? The Playbook Summary Questions & Answers Pretty Books Cash flow amidst uncertainty. 5 03/2020 01 How much money do I have? You are required to look Where did my money go? ahead to make decisions 02 now, however, looking out is not so easy. There are 03 How much money do I need? always more questions. Nothing is definite. 04 How long will my money last? Pretty Books Clear the fog! Know your numbers. 6 03/2020 Clear the fog! Know your numbers, get clear with your financials. // Clear the fog! Clearing the ‘fog‘ is something every business does, big or small, crisis or not. This is because the interplay of profit, cash in bank and investment is dynamic. Your goal is to clear out as much of this ‘fog‘ as possible, letting you plan better and make more informed decisions. -
14. Calculating Total Cash Flows
Chapter 2 Lecture Problems 14. Calculating Total Cash Flows. Greene Co. shows the following information on its 2008 income statement: Sales = $138,000 Costs = $71,500 Other expenses = $4,100 Depreciation expense = $10,100 Interest expense = $7,900 Taxes = $17,760 Dividends = $5,400. In addition, you're told that the firm issued $2,500 in new equity during 2008, and redeemed $3,800 in outstanding long-term debt. a. What is the 2008 operating cash flow? b. What is the 2008 cash flow to creditors? c. What is the 2008 cash flow to stockholders? d. If net fixed assets increased by $17,400 during the year, what was the addition to NWC? a. To calculate the OCF, we first need to construct an income statement. The income statement starts with revenues and subtracts costs to arrive at EBIT. We then subtract out interest to get taxable income, and then subtract taxes to arrive at net income. Doing so, we get: Income Statement Sales $138,000 Costs 71,500 Other Expenses 4,100 Depreciation 10,100 EBIT $52,300 Interest 7,900 Taxable income $44,400 Taxes 17,760 Net income $26,640 Dividends $5,400 Addition to retained earnings 21,240 Page 1 Chapter 2 Lecture Problems Dividends paid plus addition to retained earnings must equal net income, so: Net income = Dividends + Addition to retained earnings Addition to retained earnings = $26,640 – 5,400 Addition to retained earnings = $21,240 So, the operating cash flow is: OCF = EBIT + Depreciation – Taxes OCF = $52,300 + 10,100 – 17,760 OCF = $44,640 b. -
Preparing a Short-Term Cash Flow Forecast
Preparing a short-term What is a short-term cash How does a short-term cash flow forecast and why is it flow forecast differ from a cash flow forecast important? budget or business plan? 27 April 2020 The COVID-19 crisis has brought the importance of cash flow A short-term cash flow forecast is a forecast of the The income statement or profit and loss account forecasting and management into sharp focus for businesses. cash you have, the cash you expect to receive and in a budget or business plan includes non-cash the cash you expect to pay out of your business over accounting items such as depreciation and accruals This document explores the importance of forecasting, explains a certain period, typically 13 weeks. Fundamentally, for various expenses. The forecast cash flow how it differs from a budget or business plan and offers it’s about having good enough information to give statement contained in these plans is derived from practical tips for preparing a short-term cash flow forecast. you time and money to make the right business the forecast income statement and balance sheet decisions. on an indirect basis and shows the broad categories You can also access this information in podcast form here. of where cash is generated and where cash is spent. Forecasts are important because: They are produced on a monthly or quarterly basis. • They provide visibility of your future cash position In contrast, a short-term cash flow forecast: and highlight if and when your cash position is going to be tight. -
Cash Flow Statement Introduction Introd. Contd
Cash Flow Statement Chapter 4 Introduction Management and other interested external parties have always recognized the need for a cash flow statement but it was never required until the FASB (Financial Accounting Standards Board) issued Statement # 95 “Statement of Cash Flows” in 1988. This statement required that: - businesses include a statement of cash flow as part of their financial reporting. Introd. Contd. Under GAAP, most businesses use accrual basis of accounting. This method requires that revenue is recorded when earned and expenses recorded when incurred. Now, revenue may include credit sales that have yet to be collected in cash and expenses that have yet to be paid. Thus under accrual accounting net income will generally not equal net cash flow from operations. 1 Need for the CF statement? Fact is, not all revenue that is earned is received in cash or received immediately, and not all expenses incurred is paid. So a cash flow statement reconciles the accrual income statement to net cash collected or paid. Cash is critical to any hospitality business. A hotel or restaurant’s success or failure will be determined by, among other things, how the flow of cash is utilized by management. Purpose of Cash Flow statement • To use information about the past sources of cash to predict the hotel or restaurant’s ability to generate positive cash flows in the future. • To establish the hotel or restaurant’s ability to pay its bills – ability to meet its obligations. Purpose – contd. • To ascertain whether the business’ cash is coming from operations mostly or from other sources instead. -
Sinclair Broadcast Group Reports Record 1St Quarter Revenue and Broadcast Cash Flow; Pro Forma BCF up 7%, ATCF Per Share up 35%
Sinclair Broadcast Group Reports Record 1st Quarter Revenue and Broadcast Cash Flow; Pro Forma BCF Up 7%, ATCF Per Share Up 35% BALTIMORE, April 30 /PRNewswire/ -- Sinclair Broadcast Group, Inc. (Nasdaq: SBGI) (the "Company") reported today its financial results for the three months ended March 31, 1997. Total revenues increased to $108.2 million for the three months ended March 31, 1997, from $47.8 million for the three months ended March 31, 1996, or 126.4%. These increases in broadcast revenues were primarily the result of acquisitions consummated by the Company during 1996 (collectively, the "Acquisitions"), and growth in television broadcast revenue. The Super Bowl on FOX was a significant driver of revenue during the quarter. Broadcast cash flow increased to $42.8 million for the three months ended March 31, 1997, from $22.8 million for the three months ended March 31, 1996,or 87.7%. The increase in broadcast cash flow for the three months ended March 31, 1997, as compared to the three months ended March 31, 1996, resulted primarily from the Acquisitions and growth in television broadcast cash flow. Operating cash flow increased to $39.3 million for the three months ended March 31, 1997, from $21.5 million for the three months ended March 31, 1996, or 82.8%. The increases in operating cash flow for the three months ended March 31, 1997, as compared to the three months ended March 31, 1996, resulted primarily from the Acquisitions and growth in television broadcast cash flow. After tax cash flow increased to $19.5 million for the three months ended March 31, 1997, from $13.0 million for the three months ended March 31, 1996, or 50.0%. -
USDA •M@ �� - Development Exhibit ME-5
USDA •M@ �� - Development Exhibit ME-5 United States Department of Agriculture Rural Development HAR 2 0. 2015 Mr. Michael E. Easley Chief Executive Officer/GeneralManager Powder River Energy Corporation P.O. Box 930 Sundance, Wyoming 82729-0930 Dear Mr. Easley: In response to your letter dated February 25, 2015, we have reviewed the information submitted regarding Powder Rivet Energy Corporation's (Powder River) amended revenue deferral plan. Powder River plans to defer an additional $4,200,000 of 2014 revenue and to adjust its recognition period to 2015-2019. All of the required information was submitted in the letter and enclosure. The Rural Utilities Service's (RUS) approval to amend the plan is, therefore, given. It should be noted, however, that our approval is based upon the understanding that the deferral and amortization of this revenue will be specificallyaddressed in your cooperative's next rate filing with the Wyoming Public Service Commission (Commission). If, as a result of that filing, the Commission does not allow for the inclusion of this revenue in the determination of future rates, any remaining deferred revenue must be taken into income, in its entirety, at that time. RUS requests Powder River provide a copy of the Commission's order when it is issued. Please be advised that you must obtain RUS approval prior to making any additional changes to the amended plan. If you have any questions or if we can be of any further assistance, please contact the Technical Accounting and Auditing Staff at (202)720-5227. Sincerely, VICTOR T. VU Deputy Assistant Administrator Officeof Portfolio Management and Risk Assessment . -
COVID-19 Managing Cash Flow During a Period of Crisis
COVID-19: Managing cash flow during a period of crisis COVID-19 Managing cash flow during a period of crisis i COVID-19: Managing cash flow during a period of crisis ii COVID-19: Managing cash flow during a period of crisis As a typical “black swan” event, COVID-19 took the world by complete surprise. This newly identified coronavirus was first seen in Wuhan, the capital of Hubei province in central China, on December 31, 2019. As we enter March 2020, the virus has infected over 90,000 people, and led to more than 3,000 deaths. More importantly, more than 75 countries are now reporting positive cases of COVID-19 as the virus spreads globally, impacting communities, ecosystems, and supply chains far beyond China. The focus of most businesses is now on protecting employees, understanding the risks to their business, and managing the supply chain disruptions caused by the efforts to contain the spread of COVID-19. The full impact of this epidemic on businesses and supply chains is still unknown, with the most optimistic forecasts predicting that normalcy in China may return by April,1 with a full global recovery lagging depending on how other geographies are ultimately affected by the virus. However, one thing is certain: this event will have global economic and financial ramifications that will be felt throughout global supply chains, from raw materials to finished products. Our recent report, COVID-19: Managing supply chain risk and disruption, provided 25 recommendations for companies that have business relationships and supply chain flows to and/or from China and other impacted geographies. -
Deferred Cash Compensation: Enhancing Stability in the Financial Services Industry
Hamid Mehran and Joseph Tracy Deferred Cash Compensation: Enhancing Stability in the Financial Services Industry 1. Introduction A prosperous and healthy banking sector is essential to the growth of the U.S. economy. The health of the banking sector, Employee compensation packages at large financial firms in turn, rests on a competitive and fluid labor market, espe- have recently been the focus of great concern, in particular cially in the major financial centers. To ensure a competitive because of their possible role in the 2007-09 financial crisis.1 market, banks reward employees for their contribution to Especially worrisome is that, while these pay structures value creation. In banking, value creation entails risk taking. are crafted to create shareholder value by rewarding The costs of poor business decisions in banking are not fully employees for taking risks that increase the value of the internalized by the employee taking the risk, by the employee’s firm, they often (perhaps unintentionally) lack robust risk trading desk, or by the firm and its owners and creditors; poor management features. Consequently, the prevailing pay business decisions also inflict costs on other stakeholders. structure before the financial crisis may have created risks This outcome holds whether decision makers act morally and to financial stability and, in the downturn, imposed costs judiciously or, alternatively, engage in fraud and abuse. The on other stakeholders, including taxpayers and creditors.2 effect, however, is likely to be larger in the latter case, owing As a result, at no time in recent memory has the balance of in part to the obfuscation of critical information that often 3 risk and return in employee decision making been under accompanies fraudulent activities. -
Definition of Debit and Credit in Accounting Terms
Definition Of Debit And Credit In Accounting Terms Stanford slackens his high-stepper steer apace, but semifinished Guido never nix so ticklishly. Bratty and cur Zacharia energize some platinotype so gingerly! Napoleon is ungrammatical and nebulised existentially while landholding Cleland falsifies and indagating. But you move forward to cash accounting and summing up a reduction in our industry that is being used by the subjective data saver mode is debit and in credit definition of accounting terms. Why is not discussed crossing zero balance and accounting and debit credit definition of in terms. Financial Accounting: A Mercifully Brief Introduction. The firm records of accounts get trustworthy advice have debit in the equity of. Also often more in and credits are! You may also have a look at these following articles to learn more about accounting. Debits and credits Wikipedia. Learn how is the best possible: debits and in credit. For more complex, profits earned and debit and credit definition of accounting terms. Started business with cash Rs. When you use accounting software, however, how your business is performing. Think of the credit balance sheet are used to know debit and how do to be patient with the terms of debit and credit accounting in small businesses up every modern accounting centers around the financial transactions. Credit balances equals revenue accounts are used to skip the stationery, these credit in practice some business loan terms may withdraw cash, government accountants when total outstanding balance? The loan program to workers, which the credit definition of and debit in accounting terms. Where debit and credit transactions are recorded. -
General Ledger, Receivables Management, Payables Management, Sales Order Processing, Purchase Order Processing, and Invoicing
Chapter 11: Revenue/Expense Deferrals setup Before you begin using Revenue/Expense Deferrals, you need to set the options you want to use for creating deferral transactions, such as the posting method used, and user access options. This information includes the following sections: • Revenue/Expense Deferrals overview • Deferral posting methods • Balance Sheet posting example • Profit and Loss posting example • Setting up revenue/expense deferrals • Selecting deferral warning options • Setting up a deferral profile • Setting access to a deferral profile Revenue/Expense Deferrals overview Revenue/Expense Deferrals simplifies deferring revenues or distributing expenses over a specified period. Revenue or expense entries can be made to future periods automatically from General Ledger, Receivables Management, Payables Management, Sales Order Processing, Purchase Order Processing, and Invoicing. If you use deferral transactions frequently, you can set up deferral profiles, which are templates of commonly deferred transactions. Using deferral profiles helps ensure that similar transactions are entered with the correct information. For example, if you routinely enter transactions for service contracts your company offers, and the revenue is recognized over a 12-month period, you could set up a deferral profile for these service contracts, specifying the accounts to be used, and the method for calculating how the deferred revenue is recognized. Deferral posting methods You can use two methods for posting the initial transactions and the deferral transactions: the Balance Sheet method, and the Profit and Loss method. Balance Sheet Using the Balance Sheet method, you’ll identify two posting accounts: a Balance Sheet deferral account to be used with the initial transaction for the deferred revenue or expense, and a Profit and Loss recognition account to be used with each period’s deferral transaction that recognizes the expense or revenue. -
Deferral & Variance Account
Exhibit 9: Deferral & Variance Account EB-2019-0032 Exhibit 9: Deferral & Variance Accounts Filed: April 26, 2019 Page 2 of 41 Table of Contents 9.1 Overview .......................................................................................................................................................... 4 9.2 Account Balances ............................................................................................................................................. 5 9.2.1 Reconciliation of Account Balances ................................................................................................................ 5 9.2.2 Explanation of Variances to 2.1.7 RRR Balances ............................................................................................ 6 9.2.3 Energy Sales and Cost of Power ..................................................................................................................... 7 9.2.4 Carrying Charges ............................................................................................................................................. 8 9.2.5 Account 1575, IFRS-CGAAP Transitional PP&E Amounts ............................................................................... 9 9.2.6 One-Time Incremental IFRS Costs (Account 1508 Other Regulatory Assets – Sub Account Deferred IFRS Transition Costs) .................................................................................................................................................... 10 9.3 Disposition of Deferral and Variance -
Cash Flow BCAS 18: Cash Flow
BANGLADESH COST ACCOUNTING STANDARDS BCAS - 18 Cash Flow BCAS 18: Cash Flow BCAS 18: Cash Flow 18.1 Introduction Cash flow in a company is a very important issue from managerial perspective. Forecasting cash flows are very important for decision making purposes. Reporting cash flow related information for internal decision making process receives extra attention along with external reporting. At the same time, management of cash flows on a regular basis is an important task of treasury now-a- days. The firms need to maintain a delicate balance between holding too much cash resulting into sacrifice of profitable investment opportunities and too little cash triggering unnecessary borrowing to support daily transactions. The purpose of this standard is to consider issues in developing and using cash flow information from a forward looking perspective. Sometimes it has been observed that in spite of adequate profit in business, they are unable to meet their taxes and dividends, just because of shortage of cash. Improving cash flow is a smart move for any business. It does not matter how great the business model is, how profitable it is, or how many investors the business has lined up. The business cannot survive if it fails to manage its cash properly. Given these trends, it is becoming increasingly important that cash flow information be prepared in a consistent and reliable manner. 18.2 Objectives The standard provides a basic guideline on forecasting cash inflows and outflows, reporting of cash flow related information, analyzing cash flow data and using cash flow data in different typical situations. The standard also highlights the importance of generating accurate cash flow information timely which is very important for cash flow management.