Cash Budget

$\backslash$table$[[,1,2,3,4,5,6,7,8,9,10,11,12],[1.$ Beginning cash,$39360\mathrm{.}95,,88679\mathrm{.}36,113338\mathrm{.}6,137997\mathrm{.}8,162657,187316\mathrm{.}2,211975\mathrm{.}4,236634\mathrm{.}596,261293\mathrm{.}8,285953\mathrm{.}01,310612\mathrm{.}21],[2.$ Receipts,$31880,\backslash$table$[[31880]],31880,31880,31880,31880,31880,31880,31880,31880,31880,31880],[3.$ Total cash available,$71240\mathrm{.}95,\backslash$table$[[95900\mathrm{.}16]],120559\mathrm{.}4,145218\mathrm{.}6,169877\mathrm{.}8,194537,219196\mathrm{.}2,243855\mathrm{.}4,268514\mathrm{.}596,293173\mathrm{.}8,317833\mathrm{.}01,342492\mathrm{.}21],[4.$ Material purchases,$122\mathrm{.}2386,122\mathrm{.}2386,122\mathrm{.}2386,122\mathrm{.}2386,122\mathrm{.}2386,122\mathrm{.}2386,122\mathrm{.}2386,122\mathrm{.}2386,122\mathrm{.}238617,122\mathrm{.}2386,122\mathrm{.}23862,122\mathrm{.}23862],[5.$ Labor$/$Overhead$,4119\mathrm{.}646,,4119\mathrm{.}646,4119\mathrm{.}646,4119\mathrm{.}646,4119\mathrm{.}646,4119\mathrm{.}646,4119\mathrm{.}646,4119\mathrm{.}64551,4119\mathrm{.}646,4119\mathrm{.}6455,4119\mathrm{.}6455],[6.$ S$,$ G$,$ & A$*,1420\mathrm{.}93,1420\mathrm{.}93,1420\mathrm{.}93,1420\mathrm{.}93,1420\mathrm{.}93,1420\mathrm{.}93,1420\mathrm{.}93,1420\mathrm{.}93,1420\mathrm{.}93028,1420\mathrm{.}93,1420\mathrm{.}9303,1420\mathrm{.}9303],[7.$ Owner's salary,,,,,,,,,,,,$],[9.$ Total disbursements,$6920\mathrm{.}794,6920\mathrm{.}794,6920\mathrm{.}794,6920\mathrm{.}794,\backslash$table$[[6920\mathrm{.}794]],\backslash$table$[[6920\mathrm{.}794]],6920\mathrm{.}794,6920\mathrm{.}794,6920\mathrm{.}79441,6920\mathrm{.}794,6920\mathrm{.}7944,6920\mathrm{.}7944],[10.$ Loan principal,$300,300,300,300,300,300,300,300,300,300,300,300],[11.$ Capital expenditures,$0,0,0,0,0,0,0,0,0,0,0,0],[12.$ Dividends,$\backslash$bar $(0),\backslash$table$[[0,1]],\backslash$bar $(0),0,0,\backslash$table$[[0,10]],0,0,0,0,0,0],[13.$ Total cash paid out,$7220\mathrm{.}794,\backslash$table$[[7220\mathrm{.}794]],7220\mathrm{.}794,\{$:$7220\mathrm{.}794$:$\},\backslash$table$[[7220\mathrm{.}794]],\backslash$table$[[7220\mathrm{.}794]],7220\mathrm{.}794,7220\mathrm{.}794,7220\mathrm{.}79441,7220\mathrm{.}794,7220\mathrm{.}7944,7220\mathrm{.}7944],[14.$ Net cash position,$64020\mathrm{.}16,,113338\mathrm{.}6,137997\mathrm{.}8,162657,\backslash$table$[[187316\mathrm{.}2]],211975\mathrm{.}4,236634\mathrm{.}6,261293\mathrm{.}801,285953,310612\mathrm{.}21,335271\mathrm{.}42],[15.$ Minimum cash,$3000,3000,3000,3000,3000,3000,3000,3000,3000,3000,3000,3000],[\backslash$table$[[17$ Cumulative$],[$borrowing$/$reduction$]],0,0,0,0,0,0,0,0,0,0,0,0\_]]$

$*$Selling$,$ general, & administrative expenses$1)$ Will the daycare be able to pay their staff the projected salary increases?

$2)$ Are their weaknesses in the budget? If so$,$ what are the weaknesses?

$3)$ What questions would you have now for the center$$s director based on a more complete financial analysis you have conducted for the center?

$4)$ What suggestions do you have that may help the center strengthen their financial future?

$5)$ What is the center doing well from a financial stand point?

$6)$ What part of the analyzing process do you feel the most confident? Please remember this is a process. One doesn$$t become proficient after one course $$