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Designing A Cash Flow Worksheet

 

There are a variety of ways a cash flow forecast can be structured. To gain the optimum benefit, it is recommended that it be structured to show only cash received from operating revenue, and the proceeds from sales of company assets, if appropriate, in the revenues portion of the worksheet.

 

On occasion a template will show a slot for proceeds of a term loan in this section; this may, however, take away from the value of the cash flow as an indicator of the business’ operating performance and of the cash flow’s ability to clearly show the real amount of working capital needs. If a fixed term loan amount is treated as revenue to the business, the balances carried forward each month cannot accurately reflect how the business is earning money (unless the reader takes the additional step of subtracting the loan proceeds from the equation).

 

Your general format should allow a column along the left side of the page for the account headings, then two side by side vertical columns for each month of the year, beginning from the month you plan to open (e.g. the first dual column might be labelled April Planned and April Actual etc.). From there, the cash flow worksheet breaks into three distinctive sections. The first section (at the top left portion of the worksheet, starting below and to the left of the month names) is headed Cash Revenues (or Cash In). The second section, just below it, is headed Cash Disbursements (or Cash Out). The final section, below that, is headed Summary of Cash Flow.

 

Simple Example:

                                                                                                                         

 

1

2

3

4

5

6

7

8

9

10

11

12

Total

Cash In

 

 

 

 

 

 

 

 

 

 

 

 

 

Cash sales

200

100

300

200

200

200

500

500

500

200

200

200

3300

Receivable collection

1000

1500

2000

1000

1000

1000

1000

1500

2000

2000

2000

2000

18000

Sale of fixed assets

0

0

0

0

5000

0

0

0

0

0

0

0

5000

 Subtotal

1200

1600

2300

1200

6200

1200

1500

2000

2500

2200

2200

2200

26300

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Cash Out

 

 

 

 

 

 

 

 

 

 

 

 

 

Supply purchases

(200)

(6000)

(200)

(200)

(200)

(200)

(5000)

(200)

(200)

(200)

(200)

(200)

(13000)

Payroll

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(2400)

Rent

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(200)

(2400)

Management wages

(100)

(100)

(100)

(100)

(100)

(100)

(100)

(100)

(100)

(100)

(100)

(100)

(1200)

Utilities

(50)

(50)

(50)

(50)

(50)

(50)

(50)

(50)

(50)

(50)

(50)

(50)

(600)

 Subtotal

(750)

(6550

(750)

(750)

(750)

(750)

(5550)

(750)

(750)

(750)

(750)

(750)

(19600)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Open Cash

0

450

(4500)

(2950)

(2500)

2950

3400

(650)

600

2350

3800

5250

 

Cash In

1200

1600

2300

1200

6200

1200

1500

2000

2500

2200

2200

2200

 

Cash Out

(750)

(6550)

(750)

(750)

(750)

(750)

(5550)

(750)

(750)

(750)

(750)

(750)

 

Close Cash Surplus (Deficit)

450

(4500)

(2950)

(2500)

2950

3400

(650)

600

2350

3800

5250

6700

6700

 

In this example, even though at the end of the year there is cash surplus, in month’s 2, 3, 4 and 7 have cash deficits.  Financing will be necessary for those months.  If the business is unable to obtain financing for whatever reason, then the business needs to consider other options, such as delaying certain expenditures in these months or having the shareholders provide sufficient cash.  

 

A Chartered Accountant can help your business design a cash flow budgeting system. Contact Keith Anderson CA at (780) 447-5830 if you need advice. 

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Keith Anderson, BComm, CA-IT Copyright September 9, 1999 Last Modified :02/14/08 09:36 AM