Board reporting template

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The Davidson Institute Team deliver business planning and financial education concepts through courses that can help bring further knowledge and expand on the information that has provided through this seminar. They provide both face to face and on-line learning platforms. If you would like to speak to them on how they may help your organisation, please drop them a note or visit them at davidsoninstitute.edu.au for more information.

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Board reporting template

  1. 1. 1 Logo to go here BOARD REPORTING TEMPLATE URL TO GO HERE
  2. 2. 2 Table of Contents. Table of Contents. Strategic Performance ..................................................................................................................................................................................................3 Financial Performance ..................................................................................................................................................................................................7 Crisis Stratergy ............................................................................................................................................................................................................16 Sales Activities ............................................................................................................................................................................................................18 People Management ...................................................................................................................................................................................................22
  3. 3. 3 Strategic Performance. 3
  4. 4. 4 Strategic Goals Year Strategic Performance. Vision: Item # Goals Current Update <(Month)><(Month)> 1 2 3 4 5 6 7 8
  5. 5. 5 Business Standards. Strategic Performance. Initiatives Monthly Success Story What happened? What did you or your team learn? How can you apply what you learned?
  6. 6. 6 Financial Goals Year Strategic Performance. Vision: Item # Goals Current Update <(Month)><(Month)> 1 2 3 4 5 6
  7. 7. 7 Financial Performance. 7
  8. 8. 8 Financial Year Financial Performance. Current Month ACTUAL (Current Month) BUDGET (Current Month) ACTUAL (Year to Date) BUDGET (Year to Date) SALES COST OF GOODS SOLD or DIRECT COSTS GROSS PROFIT % OVERHEADS % EBIT (EARNINGS BEFORE INTEREST AND TAX) % PROFIT % (Current Month) (Year to Date) (Year to Date)(Current Month)
  9. 9. 9 Working Capital Management. Financial Performance. Month Accounts Receivable Inventory or WIP Accounts Payable Working Capital KPIs AUG JUL JUN MAY APR MAR FEB JAN DEC NOV OCT SEP Working Capital indicates how much cash is tied up in the busines = Accounts Receivable + Inventory or WIP - Accounts Payable. � Accounts Receivable is money we are owed + WIP is work completed that we have not yet billed to our customers or Inventory is stock we are holding prior to sale � – Accounts Payable is other peoples’ money we are using to fund our Debtors and WIP Note: base your KPIs on an average over the past 12 months.
  10. 10. 10 Financial Levers and Cash Flow. Financial Performance. 4 Financial Chapters Period Actual Result Target Good Acceptable Not Acceptable Chapter 1: Profit $ % Days Sales Cost of Goods Sold Gross Profit Overhead Expenses EBIT Chapter 2: Working Capital $ % Days Accounts Receivable Inventory/WIP Accounts Payable Working Capital Employed Working Capital % Chapter 3: Fixed Assets $ % Days Fixed Asset Funding Assets Employed Chapter 4: Cash Flow $ % Days Net Cash Flow Marginal Cash Flow Operating Cash Flow DuPont = EBIT* Asset Turnover (as at.....) 42 >40% 17.3 150.3 41% 9.5 442% 26.8 157% -3.3 -10% 0.3 17.2"% 38-40 <38 29 <30% 30--32 >32 13 31% >25% 25-16% <16 8.4 20% <15% 15-20% >20% 4.6 11% >10% 8-10% <8% 8.6 74.7 <60 60-75 >75 14.3 180.0 <90 90-110 >110 5.6 70.5 45-60 60-75 >75
  11. 11. 11 Financial Definitions. Financial Performance. Current Result Chapter 1: Profit Calculation $ Calculation % Sales Sales/Sales Cost of Goods Sold (COGS) COGS/Sales Gross Profit = Sales - COGS Gross Profit/Sales Gross Margin % Overhead Expense Overhead/Sales EBIT = Gross Profit – Overheads EBIT/Sales Chapter 2: Working Capital Calculation $ Calculation % Accounts Receivable (AR) AR/Sales* day in period (365) Inventory/WIP INV or WIP/Sales* day in period (365) Accounts Payable (AP) AP/Sales* day in period (365) Working Capital = AR + INV - AP WC/Sales* day in period (365) Working Capital % WC/Sales Chapter 3: Fixed Assets Calculation $ Calculation % Fixed Asset Funding Sales/Fixed Assets Assets Employed = Assets + INV + AR - AP Sales/Capital Employed or Asset Turnover Chapter 4: Cash Flow $ % Net Balance = Cash at Bank - (Short Term Debt + Long Term Debt) 1. Net Cash Flow = Opening Net Balance – Closing Net Balance 2. Marginal Cash Flow = Gross Margin (%) – Working Capital (%) 3. Operating Cash Flow = EBIT – (WC current period – WC previous period) DuPont = EBIT* Asset Turnover 42 29 13 31% 8.4 20% 4.6 11% 8.6 74.7 14.3 180.0 5.6 70.5 17.3 150.3 41% 9.5 442% 26.8 157% -17.3 -3.3 0.3 -10% 17%
  12. 12. 12 Forecast. Financial Performance. Month TOTAL Actual Sales Actual Net Profit Budget Sales Budget Net Profit 12-Month Rolling Month TOTAL Sales Net Profit FY12/13 JUL JUNMAYAPRMARFEBJANDECNOVOCTSEPAUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG
  13. 13. 13 Debtor KPIs. Financial Performance. Debtors Actual % Days KPIs This Month Last Month Actual $ Current 1-30 Days 30-60 Days 60-90 Days 90+ Days TOTAL FY12/13 (Aug) (Jul)
  14. 14. 14 Accounts Receivable: 90+ Days Over Financial Performance. Accounts Receivable Review: 90+ Days Client Client Level Debt Amount Client Relationship Notes
  15. 15. 15 Breakeven Analysis. Breakeven Analysis. Remain blank unless you record a LOSS Breakeven – Sales needed to cover Overheads Expenses for the month GP Margin % Expenses for the month divided by GP Margin % = Breakeven Sales figure Breakeven Sales figure Actual Sales figure Tick box if Actual Sales do not reach Breakeven Sales Trigger point to action crisis strategy = 3 consecutive months of trading below breakeven Month (1) Month (3)Month (3)
  16. 16. 16 Crisis Strategy. 16
  17. 17. 17 Crisis Strategy. Crisis Strategy. Do you have the management strength to make the tough decisions when required? Potential Reasons for decrease in Sales Proactive Strategies Reactive Strategies
  18. 18. 18 Sales Activities. 18
  19. 19. 19 Sales Activities – Current Customers. Sales Activities. Existing Clients Please Note: Only include sales meetings, not business as usual meetings 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Activities Last Month Activities This Month Client/Contact Name Key Client/Contact Name Key F Functions (i.e. golf day, seminar, open day, shows, expos, client functions etc) E Entertainment/Networking (i.e. coffee, lunch, dinner, concerts, football etc) M Sales Meetings (i.e. panel maintenance, product launches, informative meetings etc) <(Month)> <(Month)>
  20. 20. 20 Sales Activities – New Prospects. Sales Activities. New Clients/Markets Deliver your Business Plan Sales Strategy (match your business services to the clients’ needs to maximise growth potential, a repeat sales objective is paramount) 1. 2. 3. 4. 5. 6. Activities Last Month Activities This Month Client/Contact Name Key Client/Contact Name Key 1 = Make Appointment. 2 = Attend Appointment with Questionnaire. 3 = Deliver Presentation with Solution – based from questionnaire.  4 = Record Outcome in Excel & Action. 5 = Deliver Next Step or Solution. 6 = Follow Through. P = Pending Further Appointment. X = Unsuccessful/Not Interested. <(Month)> <(Month)>
  21. 21. 21 Sales Team Performance. Sales Activities. Sales Team Current Month YTD Name KPI Actual Variance KPI Actual Variance Performance % Rating TOTAL <(Month)> <(Month-Month)>
  22. 22. 22 People Management. 22
  23. 23. 23 Staff and Culture. People Management. Staff Training/Workshops Item # Proposed Training Current Update (Month)
  24. 24. 24 Staff and Culture. People Management. Activities to Foster Positive Culture and Reinforce Values Item # Proposed Activities Current Update (Month)
  25. 25. 25 Staff KPIs. People Management. Staff KPIs Name Status E, VG, G, O E = Excellent VG = Very Good G = Good O = Out Q3 Review Q2 Review Q3 Review Q4 Review
  26. 26. 26 General Business.
  27. 27. 27 General Business.

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