Budgeting, Cash Flow and Strategic Financial Planning
Cash Flow Management Tool At the PEJE 2008 Assembly for Day School Education, PEJE Coach Eric Amar presented an innovative cash flow management tool. Materials from the session are available at this link above. Contact Eric for a copy of the tool.
Strategic Financial Modeling Tool (SFMT) One of the newer products in PEJE’s growing Day School Peer Yardstick™ Suite of Tools, the SFMT is interactive software that helps schools move toward financial stability over a five-year horizon.
Sample Day School Budget This sample, by Sorrel Paskin, illustrates financial planning for a two-year period.
Sample Budget to Actuals This template illustrates how a school can report on its budget variances. (note this file does not open properly/corrupt?)
Sample Cash Flow Projection This template shows how schools can project cash flow to plan for fluctuations. (note this file does not open properly/corrupt?)
Sample Financial Planning Mode l This spreadsheet, developed by Sorrel Paskin, contains a multi-year financial plan.
Sample Long-Term Budget This rich and complex model, by Sorrel Paskin, illustrates financial planning with assumptions over a seven-year period.
Tactical solutions to help nonprofits weather the economic downturn (or any difficult financial time) Accounting Management Solutions, Inc., offers tactical solutions to help nonprofits weather tough times.
A Conceptual Approach to Strategic Financial Planning and Case Studies This document provides a conceptual approach to strategic financial planning and provides case studies of real schools that developed and implemented their own plans. This document is excerpted from a user guide accompanying PEJE’s Strategic Financial Modeling Tool
How to Talk About Finances So Non-Financial Folks Will Listen This article addresses how the business officer can stimulate collaboration on financial management priorities among board and staff uncomfortable with numbers.
Spotlight: Financial Management: The Budget: An Expression of the School’s Mission Processes for how to read and develop budgets are summarized in this PEJE e-newsletter.
Basics of Budgeting This outline by Sorrel Paskin addresses the purpose of budgets, elements of budgeting, the budget development process, techniques for projecting expenses, benchmarking, and performance assessment.
Principles of Financial Equilibrium in Schools This short list by Sorrel Paskin highlights five key principles to be used in budget development.
Finance and Day School Vision: Communicating with Stakeholders to Ensure That Everyone Stands Behind a School’s Financial Needs This PEJE article illustrates finance-oriented vision issues associated with the board, parents, faculty, and donors; ways of addressing them; and how to rally these stakeholders behind the school financially by committing to an ethic of transparency regarding the school’s fiscal reality.
Does Not Compute: The Insolvency Formula and the Future of Jewish Day School Pricing This article, by Dr. Steve Lorch of Solomon Schechter School of Manhattan for the school’s newsletter, takes an innovative, long-term strategic view at providing day school excellence and the means pay for it.
Hidden in Plain Sight: Understanding Nonprofit Capital Structure Capital structure is the distribution, nature and magnitude of an organization’s assets, liabilities and net assets. This article from The Nonprofit Finance Fund takes a deeper look at nonprofit capital structure and illustrates why keeping it in mind is crucial when making decisions in the long-term.
Maintaining Financial Equilibrium: Plant Assets: Provision for Plant Replacement, Renewal and Special Maintenance (PPRRSM) This short article by Sorrel Paskin discusses how to allocate funds in the budgeting process to care for school facilities.
Why Have an Endowment? This document by Sorrel Paskin lists seven key reasons for a school to have an endowment.
How Much Endowment Is Enough? This paper by Sorrel Paskin discusses whether there is an optimum level of support that a school’s endowment should provide to the operating budget and, if so, what level of endowment assets will provide that optimum level of support.