Financial Resilience

There is broad agreement on our current financial position - whether we are vulnerable, surviving, sustaining or thriving. We know what we are trying to achieve financially.

We anticipate the short-term financial future with an annual budget and 12m rolling cashflow forecast. Where helpful, we also have a multi-year budget.

We prepare for financial uncertainties by building sufficient reserves to manage our key risks and managing the gap carefully when we can't

We adapt as things change. We model different scenarios - worst and best case for example - when needed. We are bold and change our business model when tweaking round the edges no longer works.

We are responsive and have a system - such as a dashboard with red and green flags - so that we know not only what our risks are and how significant they are but also when we need to act.

We are financially curious. We know how much we have in income and where it has come from, we know how much we have spent and what we have spent it on, we know if we have deficits and if they are 'good' or 'bad' deficits and we know if we have enough for the rainy day and what to do if not.

We have the decision making culture and conditions to be able to expand in times of abundance and contract in times of scarcity in a money-informed, mission-led, people-centred way.