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Accounting
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Handbooks for
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Charities
Budgeting
and Cash Flow
Management
Chris Ong
FCA (England & Wales), CA (Singapore), CIA
Former CEO, Shared Services for Charities Limited
Editors:
Isabel Sim, Alfred Loh and Teo Chee Khiang
Copyright © 2019 by National University of Singapore (NUS).
ISBN 978-981-11-9375-0 (paperback)
ISBN 978-981-11-9380-4 (e-book)
All rights reserved by Department of Social Work, Faculty of Arts and Social Sciences, National
University of Singapore, 2019. No part of this publication may be reproduced, in any format, without
prior written permission. Please contact Department of Social Work at swksec@nus.edu.sg for details.
Published by Centre for Social Development Asia (CSDA)

Department of Social Work, Faculty of Arts & Social Sciences
National University of Singapore
Blk AS3 Level 4, 3 Arts Link,
Singapore 117570
Tel: (65) 6516 3812
Website: http://www.fas.nus.edu.sg/swk/partners_and_donors/research_partner/overview
Designed and Printed by SC (Sang Choy) International Pte Ltd

9 Harrison Road #02-01,
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DISCLAIMER
This publication has been prepared for general guidance on matters of interest only, and does not
constitute professional or other advice. Whilst every effort has been made to ensure that the information
is accurate at the time of publication, the publishers wish to highlight that the content does not aim to be
definitive or complete. Readers are advised not to act upon the information contained in this publication
without obtaining specific professional advice. No representation or warranty (express or implied)
is given as to the accuracy or completeness of the information contained in this publication, and, to
the extent permitted by law, NUS, NUS’ partners, and parties whose works have been reproduced
or adapted in this publication do not accept or assume any liability, responsibility or duty of care for
any consequences from acting, refraining to act, or any decisions made in reliance on the information
contained in this publication.
About the Handbook
This handbook consists of a series of five booklets, each covering

key accounting practices relevant to the charity sector. It deals,
specifically, with the following: budgeting and cash flow management,
fund accounting, full cost recovery, reserves and investments, and
cost-effective audit for charities.
It is hoped that Board members, management, and staff of charities,

especially those without financial training, will find this handbook easy
to read and a useful reference to enhance their financial operations.
This in turn will lead to greater transparency and accountability of
charities to the public.
The content is developed with the charities and for the charities. Each
booklet is written by professional accountants who are experts in their
fields. To provide practical insights, the content incorporates applied
examples as well as interviews with local charities.
The editors have sought to preserve the content contributed by the

authors and interviewees as far as possible. The content has been
reviewed by practitioners in the industry.
Table of Contents
Foreword i
Chapter 1: Introduction 01
Chapter 2: Why is Good Budgeting Important for Charities? 03
Box Story 1: Irish Autism Action 03
Chapter 3: What should Charities Consider before Budget Preparation? 05
Chapter 4: How should Charities Prepare Budgets? 07

4.1 Practical Issues on Budgeting 07
4.2 Major Captions in a Budget 07
4.3 Process and Approval 08
Chapter 5: How should Charities Budget for Income? 09

5.1 Donations and Fundraising 09
5.2 Government Grants and Restricted Funds 10
Chapter 6: How should Charities Estimate Expenditure? 12

6.1 Types of Expenditures 12
6.2 Departmental Expense Budget 14
6.3 Variance Analysis 14
Chapter 7: Why is it Important for Charities to have Reserves? 15

7.1 Rationale for Reserves 15
7.2 Managing Funds and Reserves for Sustainability 15
Chapter 8: How to Budget for Capital Expenditure? 17

8.1 Separate Budget for Capital Expenditure 17
8.2 Bottom-Up Procedures for Smaller and/or Common Capital Expenditure Items 18
8.3 ‘Rule of Thumb’ Approach to Capital Expenditure Budgeting 18
Chapter 9: What Assumptions do Charities Make in Budgeting? 19

9.1 Considerations when Formulating Assumptions 19
9.2 Assumptions for Budget Preparation 20
Chapter 10: What are the Different Approaches to Budgeting? 21

10.1 Zero-Based Budgeting 22
10.2 Prior Year Basis Budgeting 22
10.3 Scenario Budgeting 22
Chapter 11: How do Charities Manage Cash Flows? 23

Chapter 12: Conclusion 25
References 27
Appendices 29
Appendix A – Box Story 2: Transition House Toronto 30
Appendix B – Box Story 3: Singapore Children’s Society 34
Appendix C – Box Story 4: AWWA 36
Appendix D – Template: Cash Flow Statement 38
Acknowledgements 41
About the Editors 47
List of Figures
Figure 1: Roadmap to Budgeting 02

Figure 2: ABC Charity’s Income Budget 11
Figure 3: ABC Charity’s Expenditure Budget 13
Figure 4: Variance Analysis 14
Figure 5: ABC Charity’s Capital Expenditure 18
List of Tables
Table 1: ABC Charity’s Income Budget 11

Table 2: ABC Charity’s Operational Expenditure Budget 13
Table 3: Variance Analysis 14
Table 4: ABC Charity’s Capital Expenditure Budget 18
Foreword
Centre for Social Development Asia (CSDA)
Dr S. Vasoo
Chairman
Centre for Social Development Asia
Department of Social Work
Faculty of Arts and Social Sciences
National University of Singapore
Corporate governance and public accountability of charities are critical as mismanagement can
have serious ramifications to their viability. The Centre for Social Development Asia (CSDA) is indeed
appreciative of the support by Chartered Institute of Management Accountants (CIMA) for the
publication of the ‘Accounting and Finance Handbooks for Charities’.
As part of good governance, charities need to adopt sound accounting and finance practices to remain
viable in the long term. This handbook serves as a manual that guides the Board and Management of
the charities, to widen their knowledge on how to implement and monitor financial practices in their
organisations.
Board members can refer to this handbook to better understand the diverse facets of financial
management, and use the templates provided within to better implement accounting practices. Charities
can also use this handbook as a training manual for their staff. It is envisioned that the Accounting
and Finance Handbook for Charities will be helpful to all involved in understanding and implementing
accounting and finance practices for charities. It will be encouraging to see further attempts by various
Boards and Managements to improve the corporate governance arena of charities.
Lastly, we are grateful to the authors, academic staff, peer-reviewers, charities, and interns who worked
tirelessly to make this valuable publication possible.
About CSDA
The Centre for Social Development Asia (CSDA) was launched in July 2007 by then Minister
for Finance Mr Tharman Shanmugaratnam. It is under the purview of the Department of Social
Work, Faculty of Arts and Social Sciences, National University of Singapore. The Centre was
established in collaboration with the Centre for Social Development, George Warren Brown
School of Social Work, Washington University in St Louis. The primary mission of CSDA
is applied research and knowledge building to inform policies and programmes in social
development, with a focus on Asia.
For more information about CSDA, please visit:

http://www.fas.nus.edu.sg/swk/partners_and_donors/research_partner/overview
For more information on the Department of Social Work, please visit:

http://www.fas.nus.edu.sg/swk/
Foreword i
Foreword
Chartered Institute of Management Accountants (CIMA)
Dr Noel Tagoe
FCMA, CGMA
Executive Vice President, Academics
Chartered Institute of Management Accountants
Philanthropic activities are proving to be more challenging as technology becomes the key driver
behind the drastic changes on economic and social landscapes. It would be fair to say that furthering
the cause to create a sustainable business model for charities has gradually become more pertinent,
especially in this time and age.
Good governance is difficult to come by. To deliver service effectively to their beneficiaries, it is crucial
to support charities with strong governance, coupled with robust structures, processes and good
behaviour. Ensuring that good management accounting practices are in place, coupled with the
ability to analyse and formulate the programmes, will help create stakeholder value. Transparency
and accountability accompanied with good disclosure practices in financial management will give
confidence to donors that the funds that they have contributed are doing good for society.
CIMA Centre of Excellence would like to take this opportunity to commend CSDA for its philanthropic
approach to help charities do good better. We applaud CSDA for this timely publication to build a
stronger charity sector in Singapore, and we commend their great efforts in the successful release of
this book on charity governance.
About CIMA
The Chartered Institute of Management Accountants (CIMA), founded in 1919, is the world’s
leading and largest professional body of management accountants, with over 232,000 members
and students operating in 177 countries, working at the heart of business. CIMA members and
students work in industry, commerce, the public sector and not-for-profit organisations. CIMA
works closely with employers and sponsors leading-edge research, constantly updating its
qualifications, professional experience requirements and continuing professional development
to ensure it remains the employers’ choice when recruiting financially-trained business leaders.
Together with the American Institute of CPAs (AICPA) CIMA has established the Chartered
Global Management Accountant (CGMA) designation. CGMA is the global quality standard
that further elevates the profession of management accounting.
The AICPA and CIMA also make up the Association of International Certified Professional
Accountants (the Association), which represents public and management accounting
globally, advocating on behalf the public interest and advancing the quality, competency and
employability of CPAs, CGMAs and other accounting and finance professionals worldwide.
ii Budgeting and Cash Flow Management

Foreword
Charity Council
Dr Gerard Ee
FCA (Singapore)
Chairman
Charity Council
Charities must be good stewards of the donations they are entrusted with, and ensure that resources
are used for the purpose intended. Hence, having sound financial management practices is essential to
the sustainability and success of the charity. This handbook is written in an easy to understand manner,
to aid charities in their implementation of financial practices.
I encourage charities to fully utilise this handbook, and would like to thank the authors and charities
which have contributed their invaluable time and expertise to this book. I look forward to seeing the
sector being equipped with more governance knowledge and relevant skill sets.
About Charity Council

The Charity Council aims to promote and encourage the adoption of good governance
standards and best practices, to help enhance public confidence and promote self-regulation
in the charity sector. It also helps to build governance capabilities of charities to enable them
to comply with regulatory requirements and be more accountable.
The Council comprises of 15 members, including the Chairman. 10 members are from the people
sector, chosen for their expertise in accountancy, corporate governance, entrepreneurship
and law. They are also involved in volunteer and charity work in varied fields such as arts and
heritage, community, education, health and social services.
Foreword iii
Foreword
The Commissioner of Charities
Adjunct Professor Ang Hak Seng

Commissioner of Charities
Charities perform a multitude of good works and play a vital role in society. Not only do they serve
people and communities in need, charities also spur a caring and giving culture in Singapore.
With all the good done, it is important for charities to be accountable to their stakeholders, so as to
build and sustain public trust and confidence. It is crucial for charities to embrace and apply good
governance practices to ensure that charitable assets and monies are well protected, managed, and
accounted for.
I commend the authors and charities who have shown their collective commitment in sharing knowledge
and insights to steer and support charity accounting and reporting – it is indeed a collaborative effort
towards our vision of a well-governed and thriving charity sector with strong public support.
About The Commissioner of Charities

The Commissioner of Charities oversees the charities and Institutions of a Public Character
(IPCs) in the charity sector, with the assistance of 5 Sector Administrators from the Ministry of
Social and Family Development, Ministry of Education, Ministry of Health, People’s Association
and Sport Singapore. Its vision is to develop a well-governed and thriving charity sector with
strong public support.
The objectives of the Commissioner as stated in the Charities Act are:
• To maintain public trust and confidence in charities;

• To promote compliance by governing board members and key officers with their legal
obligations in exercising control and management of the administration of their charities;
• To promote the effective use of charitable resources; and
• To enhance the accountability of charities to donors, beneficiaries and the general public.
iv Budgeting and Cash Flow Management

Foreword
CFA Society Singapore
Ms Tan Lay Hoon

President
CFA Society Singapore
In a 2015 survey conducted by the Charity Council, charities have indicated that one of the top priorities
where they need help is in financial management. Hence, it gives us immense pleasure to be part of
this handbook project.
We hope that this handbook serves as a reference to Board members and staff of charities and while
the booklet may serve as a guide, it will not be easy for charities to get started without any professional
help.
CFA Society Singapore is a member society of CFA Institute, a global association of investment
professionals with a mission to lead the investment profession by promoting the highest standards of
ethics, education and professional excellence for the ultimate benefit of society. It is our privilege if our
members are able to contribute and give back for the benefit of society.
About CFA Society Singapore

Established in September 1987, CFA Society Singapore (formerly known as the Singapore
Society of Financial Analysts-SSFA) is a professional society that brings together practitioners
in the investment and fund management industry in Singapore. Its principal objective is to
promote and uphold professional standards and ethical practice in financial analysis and
investment management in Singapore. CFA Society Singapore is the 7th largest Member
Society of CFA Institute, with more than 3,600 members.
The Society runs a whole host of programmes for members, CFA candidates and also the
investment community, including Professional Development talks and seminars, Networking
sessions, CFA information sessions and examination review classes, and Career Development
talks.
Foreword v
Foreword
Baker Tilly
Mr Sim Guan Seng

FCA (Singapore), CIA
Managing Partner
Baker Tilly
Good financial reporting and sound financial management are key pillars of charity governance. As
stewards of donors, not only do charities have to ensure that a proper account is given of how donations
received are used in order to maintain public trust, they also have to ensure that funds received are
utilised in the most effective and efficient manner.
Keeping in mind that accounting and financial management practices in the charity sector may differ
from those in the business world, I am greatly heartened by the timely introduction of this Accounting and
Finance Handbook for Charities. This handbook, with its many best practices and recommendations,
will be a good resource for Board members and management of charities.
I commend CSDA for initiating the publishing of this handbook. I am pleased that my partner, Susan Foong,
was able to play a part by contributing to the writing of the fund accounting booklet in the handbook. The
fund accounting booklet closes the knowledge gap in accounting practices of charities in Singapore.
About Baker Tilly

Baker Tilly’s origins can be traced back to 1985 when Teo, Foong + Wong was founded.
Transitional, historical name changes and mergers with various firms have brought Baker Tilly
to where it is today. The firm joined the Baker Tilly International network in 2005. This long
history gives Baker Tilly a rich heritage and defines the firm’s present.
Since 1985, the firm has specialised in serving charities and not-for-profit organisations. Baker
Tilly’s extensive experience and understanding of the charity sector enables the firm to provide
quality service to support its clients in their pursuit to do good works. Partners and teams in
the firm have in-depth knowledge of the regulations and developments in the charity sector.
More importantly, because of the firm’s long history of serving charities, teams in the firm also
understand the ethos and values of charity clients.
Baker Tilly services include assurance, tax, deal advisory, governance and risk, restructuring and
recovery, outsourcing, and corporate secretarial. Baker Tilly is an independent member of Baker
Tilly International, one of the world’s 10 largest accounting and business advisory network. With
this network, clients have access to global leaders in every area of business expertise.
The firm posts regular articles of interest to charities in The Salient Point, Baker Tilly’s newsletter. To
read these articles or to learn more about the firm’s services, visit www.bakertilly.sg.
vi Budgeting and Cash Flow Management

Foreword
RSM
Mr Kaka Singh
FCA, FCCA, FCIS, FCMA, FCPA, CA
Chairman and Senior Partner
RSM
The Accounting and Finance Handbook for Charities is a commendable initiative by CSDA as it
examines and compiles multiple facets of accounting and finance practices. In simple language, it
provides examples of good practices and demonstrates where collective action by charities, regulators
and auditors is beneficial to all and will prove vital to the continued, successful delivery of services by
charities.
This handbook also guides Board members and management in effective financial monitoring of their
operations and in receiving timely, relevant and accurate information frequently enough to understand
when things are on track or whether emerging concerns need to be addressed.
I am pleased that our Not-for-Profit Organisation (NPO) Practice Head, Woo E-Sah, was given the
opportunity to contribute to this handbook. I also encourage all charities to tap into this informative
resource to enhance their financial operations.
About RSM
RSM is the sixth largest audit, tax and consulting network globally. In Singapore, the firm is the
largest outside the Big 4, serving internationally active businesses.
It focuses on growing businesses, helping them to improve profits, enhance business value
and internationalise.
RSM provides audit, tax, corporate and risk advisory, as well as business support services.
Its dedicated NPO Practice Team works with numerous clients—including large societies and
companies limited by guarantee—across diverse sectors, offering them the added advantages
of:
• Expertise in the Singapore Financial Reporting Standards, the Charities Accounting

Standard, and the Code of Governance for Charities and IPCs;
• High partner, director and manager involvement;
• End-to-end services and capabilities; and
• Expertise in compliance with legislation governing charities and IPCs.
Foreword vii
Foreword
Shared Services for Charities Limited
Mr Gan Seow Ann

Chairman
Shared Services for Charities Limited
Shared Services for Charities has a mission to provide shared services to charities for better governance
and organisational excellence. Ensuring the highest governance standard is of utmost importance in
any organisation, particularly in institutions which have far reaching influence and responsibility. Good
budgeting and cash flow management are vital to achieve a solid financial foundation. We expect that
this publication will help in this area.
The recently enhanced code on governance for charities and institutions of public character stipulated
the requirement of risk management where key risks, including financial risk, should be identified,
assessed, and mitigated. This affirms the importance of budgeting and cash flow management as a
key component of financial risk.
We are grateful for the opportunity to share our knowledge and expertise. The Charity Council and
CSDA must be commended for initiating this significant and meaningful project in the wider interests
of all stakeholders in the charity sector. Finally, we wish you the very best in your journey to serve the
community.
About Shared Services for Charities Limited

Shared Services for Charities Limited (SSC) is a registered charity and an approved Institution
of a Public Character (IPC), as well as a full member of the National Council of Social Service.
Set up by the Singapore Exchange Limited (SGX) and BinjaiTree (BJT) in 2008, SSC was
established with the aim of bringing professional services to enhance governance and
organisational excellence of charities.
Responding to the heightened demands of regulations, donors, volunteers and the general
public for high levels of transparency and governance, SSC’s core programmes are tailored
to assess their existing practices for improvements, thereby providing assurances to Boards
and stakeholders.
SSC’s in-house team is made up of qualified experienced professionals, augmented by qualified

industry partners who volunteer their time and expertise to work alongside our people.
viii Budgeting and Cash Flow Management

Budgeting
and Cash Flow
Management
Chris Ong
FCA (England & Wales), CA (Singapore), CIA
Former CEO, Shared Services for Charities Limited
Author’s Acknowledgement
Budgeting and Cash Flow Management
In writing this booklet, I have referenced the ‘Work from Basic Principles’ lecture taught at my alma
mater, Leeds University. I am particularly indebted and grateful to FWA Zanker, who as my lecturer,
shared the books he had annotated for my deeper understanding. He was most instrumental in helping
me grasp the double entry, accounting and financial concepts.
This booklet was inspired by my son Kah Hong’s commitment and passion in his service as a social
worker. I joined the social services tribe and have since found deeper meaning in life.
I am also most grateful to my long-time friend Jimmy Tan who has rolled up his sleeves and co-
authored with me some of the chapters in this booklet. His experience and foresight were most helpful
in conveying some of the key concepts needed for this booklet.
I would like to thank Herman Lim and Yan Kwai Siong for some of the tables used in illustrating the
concepts in budgeting and cash flow management.
I would like to thank The Association for Persons with Special Needs (APSN) for letting their talented
students Nabilah and Joel embellish this booklet with their apt and lively illustrations.
I am also thankful for the opportunity given to me by Dr Isabel Sim for this meaningful project. I
would like to express my sincere thanks to the entire team at the Centre for Social Development Asia
(CSDA). I would like to add that this is a very significant project by the CSDA, the Chartered Institute of
Management Accountants, and the Charity Council, supported by Baker Tilly and RSM.
Finally, if I have missed out someone important in the production of this booklet, please forgive me.
Thank you all for making this booklet happen!
ABOUT THE AUTHOR
Chris is a Certified Internal Auditor, a Chartered Accountant (Singapore and

England & Wales) and a member of the Singapore Institute of Directors. He
served as the Chief Executive Officer for Shared Services for Charities Ltd up
till 25 October, 2018. He strategised and oversaw the quality and delivery of
governance consulting projects which comprise governance evaluation, risk
assessment and PDPA. He met regularly with clients and senior executives
to continually innovate and enhance the governance standards of the clients.
Author’s Acknowledgement xiii

xiv
CHAPTER 1
Introduction
This booklet seeks to equip charities with a better understanding of budgeting and cash flow
management. To this end, accounting strategies and practices have been adapted with the charity
sector in mind. Armed with this knowledge, it is hoped that charities may better manage their budgets
and cash flows, so as to develop a sustainable charity community for the interests of the nation.
An overseas case study of Transition House Toronto, as well as two local case studies of the Singapore
Children’s Society and AWWA are enclosed in Appendices A, B, and C respectively. These case
studies present a holistic summary of the booklet’s contents, providing readers with insights into the
application of the budgeting and cash flow management processes highlighted here.
To facilitate easy reading and understanding, a less formal style of writing has been deliberately
adopted. Technical jargon has also been kept to a minimum to cater to a diverse audience that includes
non-accountants and those from non-financial backgrounds.
The contents in this booklet are largely drawn from the author’s practical experiences. A fictional
case, ABC Charity, will also be used throughout the booklet to illustrate how budgeting and cash flow
management can be practiced.
Road Map on Contents of Booklet
This booklet begins in Chapter 1 by illustrating the importance of good budgeting practices. Discussions
on budget preparation are presented from Chapters 2 to 10, while Chapter 11 focuses on cash flow
management for charities.
Chapter 1: Introduction 01
A roadmap to budgeting is summarised in Figure 1 below.
Figure 1: Roadmap to Budgeting
Strategic Alignment
Prior Year Basis Budgeting

Income Budget
Zero-based Budgeting
Explicit Assumptions
Scenario Budgeting
Operational Expenditure Budget
Capital Expenditure Budget
Review Sustainability of Reserves
An overview of Chapters 2 to 10 is outlined as follows:
On Budget Preparation
Chapter 2 lays out the importance of aligning the charity’s budget with its vision, mission, and goals for
the coming year even before a budget is prepared.
Chapter 3 highlights issues charities should note when budgeting. It outlines the general budgeting
process and the major components of a budget, including income and expenditure. These components
are further elaborated in Chapters 4 and 5, respectively. They detail how charities can budget for
income and expenditures from a practical viewpoint, using forecasting tips and variance analysis to
explain deviations of actual expenses from budgets.
Chapter 6 looks into the need to build up reserves for sustainability and to cover deficit spending
in lean years1. Building up reserves is crucial, especially for charities that depend more on ad-hoc
donations and the generosity of the public. This is because their income would generally be more
difficult to ascertain, and could vary significantly under varying economic conditions.
Chapter 7 explains why capital expenditures should be dealt with separately from the main budget in
a guided systematic approach.
Chapter 8 notes the underlying assumptions made when budgeting according to the preceding
chapters. It is followed by Chapter 10 which introduces different overarching approaches charities may
take when budgeting.
On Cash Flow Management
Finally, Chapter 11 shows how cash inflows and outflows are recorded monthly and compared against
regularly updated forecasts. Cash deficits or surpluses are closely monitored to ensure sufficient funds
for operations.
1
Lean years: Years during which there is little cash inflow due to low fee income/revenue/donations and grants.
02 Budgeting and Cash Flow Management

CHAPTER 2
Why is Good Budgeting Important
for Charities?
“If you’re in the luckiest one per cent of humanity,

you owe it to the rest of humanity to think about the other 99 per cent.”
Warren Buffett
In the day-to-day running of a charitable organisation, financial governance and discipline are essential
and must be properly carried out to ensure proper stewardship and full accountability to its various
stakeholders. To this end, budgeting provides the financial tools necessary for a charity to plan how it
should run its various programmes and operations, as well as manage its sources of funding.
Box Story 1 shows how poor budgeting practices could inadvertently damage the public trust through
the example of the Irish Autism Action (IAA), a charity that supports individuals affected by autism.
Box Story 1: Irish Autism Action

Note: This box story is prepared by CSDA. Accordingly to the Irish Times, Irish Autism Action has ceased
operations on 28th February 2019. For more information, please refer to: https://www.irishtimes.com/
news/social-affairs/autism-charity-collapses-after-years-of-financial-struggles-1.3826365
About the Charity
Established in 2001, Irish Autism Action (IAA) is a charity in Ireland that supports individuals
affected by autism, with its main beneficiaries being autistic children (Feagan, 2016). They
provide services ranging from counselling, behavioural outreach, to helpline support and
advice for families in need (Irish Autism Action, n.d.-a). Through its awareness campaigns
and advocacy efforts, IAA strives to create a society that respects and welcomes all autistic
individuals (Irish Autism Action, n.d.-b).
Budgeting and Cash Flow Management Practices
In 2016, IAA had to drastically cut back on its essential outreach services, supporting only
two families as compared to 17 families (D’Arcy, 2016). The charity explained that these
reductions were caused by insufficient funds to sustain its operations.
IAA’s cutback in essential services could be attributed to the charity’s lack of proper
budgeting. It was found that IAA did not plan a budget for its operations for 2016. Had
Chapter 2: Why is Good Budgeting Important for Charities? 03

IAA done so, it would have anticipated a potential shortfall in income that was needed to
sustain its operations. This would then have allowed the charity to take action to raise the
funds needed to meet this shortfall. Thus, budgeting is critical to a charity’s services and
operations as it helps the management to plan its operations in a sustainable manner.
The CEO of IAA, Mr Brian Murnane, explained that IAA did not prepare a budget, because
budgeting would cause the operations of IAA to become overly dependent on fundraised
income (Feagan, 2016). He argued that budgeting was dangerously risky as charities depend
on ad hoc donations. In essence, he meant that the unpredictable nature of a charity’s
donations would make it challenging to estimate the projected income and plan the likely
costs of its operations. However, this no-budgeting policy in fact impaired its sustainability.
Mr Murnane’s explanations sparked widespread controversy. Parents of autistic children

were outraged by IAA’s poor cash flow management. The ensuing negative media coverage
severely damaged its reputation, and this, in turn, likely precipitated the subsequent fall in
donations (Sheehan, 2017).
Key Lessons Learnt
The case demonstrates that a good budget would help a charity to better align its expected
expenditure with its likely income. The charity would then have a better idea of how much
income it would require to sustain its services for its beneficiaries.
Additionally, it shows that poor budgeting practices could inadvertently damage the public
trust in a charity. Conversely, a good budget communicates transparently to its donors
and the public how the charity intends to manage its funds, enhancing its accountability.
Therefore, good budgeting strengthens public confidence in the charity, and also encourages
donors to continue supporting its social causes.

CHAPTER 3
What Should Charities Consider before
Budget Preparation?
“Don’t tell me what you value, show me your budget,

and I’ll tell you what you value.”
Joe Biden
Assume that you are the finance manager of a charity. Your boss has requested that you generate a
budget.
Do you now run to the various departments to obtain the relevant numbers for preparing the budget?
Do you meet the Heads of Departments to understand the operations for the next year? Do you rush
to make the assumptions needed to project the required numbers?
Hold it! It would be better if you didn’t do any of these. Instead, your first consideration should be the
STRATEGY of your charity!
Has the management prepared the strategy? Is the strategy aligned with the vision and mission of the
charity? Has the Board reviewed and approved the strategy? Is the strategy reflective of the state of
the economy and the demographics of the beneficiaries it is serving? Does the strategy consider the
resources needed by the charity in implementing the programmes and/or providing the services?
These are only some factors to consider. What is critical is that the strategy is fully discussed with the
Board and approved for implementation.
The budget needs to reflect the agreed strategy to ensure that it is aligned with the vision, mission,
and the intended goals of the coming year. It will have to consider the interests of the society, the
environment, the beneficiaries, and the stakeholders. The perfect implementation of a misaligned
budget will still be off-course for a charity.
Chapter 3: What should Charities Consider before Budget Preparation? 05

Exhibit 1: It is essential for a charity to align its budget
and strategy!
Drawing by Nabilah Tsabitah Binte Mohammad Zakir of ASPN
The establishment of a proper budget timeline is strongly advised. Most charities would likely need three
months to prepare, review, and approve the budget with the help of the Finance/Budget Committees
and the final review/approval by the Boards. Some may need up to six months if they are complex. This
is why budget always seems to be around the corner.
There are different ways of preparing a budget. Some commonly used budgeting methods include
zero-based budgeting, prior-year based budgeting, and scenario budgeting. Chapter 10 details these
in greater depth.

CHAPTER 4
How should Charities Prepare Budgets?
“We must consult our means rather than our wishes.”

George Washington
4.1 Practical Issues on Budgeting
In preparing the budgets, it would be good to note the following:
i. There is no accurate budget when forecasting the future due to the many uncertainties impacting
the numbers in the budget.
ii. Budgeting will involve the allocation of limited resources such as manpower and supplies.
Much judgement is needed to decide on these allocations.
iii. Budgets can be ambitious where the charity wishes to expand its services rapidly, or conservative
where minimal change from the prior year is planned. Ultimately, the management and staff
must find it realistic and achievable.
iv. Budgets will involve estimated income and expenses. This is very much influenced by the
environment and the sector the charity operates in. What are the likely donations and grants?
What would be the interest rates? What is the number of beneficiaries?
4.2 Major Captions in a Budget
A survey of current reports by charities highlighted two major captions in a budget: income/revenue
and expenses.
Income/Revenue
• Voluntary Income (including gifts, donations, grants and sponsorships)

• Investment Income (like dividends, interests and rentals)
• Other Income (other receipts and miscellaneous income)
Chapter 4: How should Charities Prepare Budgets? 07

Expenses
• Costs of generating funds (fund-raising, start-up costs and costs of goods sold)
• Rentals, outreach and promotion
• Staff costs and communication
• IT systems, research and advocacy
• Governance costs (for example, professional fees)
• Others
It is important to note that once the captions are adopted, consistency in presenting them from year to
year should be made. This enables comparison and checking for completeness.
4.3 Process and Approval
Generally, the budgeting process is initiated by the Chief Executive Officer (CEO) and Chief Financial
Officer (CFO). The budget is approved when it is cleared by the budget committee or the finance
committee that has oversight of the organisations’ budget.
It may be a long process as it is iterative, going through a few levels of review and changes before being
finalised for implementation. The process normally takes three to six months from the commencement
of the budget’s preparation to its final approval by the Board or Executive Committee. The budget
should be approved before the start of the new financial year so that it acts as guidance for the
operations for the new financial year.
In preparing the budget, the CEO and CFO would typically speak to the Head of various departments
(the budget owners) to understand the expected programmes and services for the new year – growth,
stagnation, or decline. Examples of budget owners include the Head of Departments in the following
organisations:
• Programmes and services department
• Research department
• Communications department
• Human resources department
• Information technology department
• Procurement department
• Finance and administration department
The preparation of budget templates for the budget owners is a good practice. The budget templates
should include clear statements of the assumptions used in the preparation. If standard rates of charges
are to be used, these should be clearly stated and applied across all departments.
Once prepared by the budget owners, the budgets need to be reviewed first by the senior management,
followed by the CEO. This precedes the budgets’ presentation to the executive committee and finally
the Board. During these reviews, some of the estimates may be challenged and revised to more realistic
or desired levels. The budget approved by the Board shall be the one implemented.
The approved budget controls the charity’s operations by periodic comparison of actuals versus budget.
Major variances are highlighted by management for investigation and the causes identified. Over the
course of the year, budgets may also need to be revised or additional ad-hoc budgets prepared if
new programmes and services (not foreseen at the time of budget preparation) are launched. Some
flexibility should be exercised to ensure that the budget remains a relevant and effective management
tool to control operations.

CHAPTER 5
How should Charities Budget for Income?
“We make a living by what we get,

but we make a life by what we give.”
Winston Churchill
The various sources of income are usually known in advance. Examples include donations, grants,
government subsidies, and fees charged to recipients. But as with most organisations, revenue
collections by charities are relatively uncertain because they depend largely on the generosity and
support of individual donors, corporations, and partners. Some charities are more fortunate than others
in that they receive government grants, contributions, and sponsorships which are more certain.
How then should a charity go about planning for the budgeting of income?
It should first consider the current state of the economy which will have a direct impact on individual
donations. For instance, people tend to donate less when the economy is expected to be bad the
following year. These trends have been observed in the donations reports of a number of charities.
Under normal circumstances, when economic fundamentals are more stable with little change in sight,
it might be reasonable to grow your budget income by, say, 10% overall. As each charity is different, a
look at the specific characteristics and nature of each charity would be warranted to produce a more
accurate income estimate.
Many charities depend on fundraising events to raise revenue. This ensures their financial sustainability,
thereby allowing for their continual provision of community and humanitarian services. Therefore,
deploying an effective fundraising strategy is critical to achieving charities’ targeted income.
5.1 Donations and Fundraising
What are some of the more common types of revenue?
Almost all charities depend on contributions mainly donated by individuals, schools, corporations,
businesses, grant-makers, foundations, and third-party fundraisers. In today’s high-tech world,
electronic donations are also available. An analysis of the different types of donors is recommended to
establish certainty and stability of the amount of donations.

For instance, ‘Generous Foundation’ regularly donates a certain amount of its funds to named charities
on an annual basis. This type of donation is usually fixed and the amount can be ascertained with a
reasonable degree of accuracy. In this case, the charity simply needs to input the promised amount
into its budgeted income.
However, other donations from individuals, schools, and corporations are not so certain. In good
times, individuals usually donate more; but in bad times, the reverse may be true. Corporations and
businesses may donate in a particular year as a form of publicity but may not do so in subsequent
years. Some may also donate on an agenda basis.
Some charities have to be creative in their fundraising events. For example, the Red Cross has its
signature Flag Day (Singapore Red Cross Society, 2017). Additionally, bigger charities are able to
organise charity concerts supported by well-known celebrities. Other examples include the charity golf
and charity run sponsored by Standard Chartered Bank.
However, the amount of funds raised by these events cannot be measured reliably as they depend on
the generosity of the events’ participants. Therefore, it can be quite difficult for charities to budget from
these sources of revenue. Comparatively, going by charities’ past-year experience provides a better
yardstick/benchmark for budgeting.
Government grants and contributions are normally announced in advance. As the amount is already
fixed and known, it is just a matter of inputting the fixed sum in the income column.
Another income that can be budgeted with ease is the investment income that normally takes the form
of interest in bank deposits. The interest rates and amounts can be calculated in advance for budgeting
purposes. Other forms of investment income include rents and dividends, both of which can also be
reasonably estimated.
Charitable organisations that charge fees for the services provided and are partially subsidised by the
government may find some difficulty in arriving at the total net fee received. These net proceeds need
to be inserted into the budgeted income. However, they can be hard to forecast as the number of
beneficiaries served may be difficult to predict.
5.2 Government Grants and Restricted Funds
Certain charities (of varying sizes) receive grants, donations, and contributions from government and
corporations intended for specific purposes. Strict rules govern the use of such funds. For example,
the proceeds of these funds are normally earmarked for certain projects or activities and can only be
spent on these projects. When preparing the income budget, the charity has to reflect the restricted
nature of such income accordingly.
To summarise, budgeting for sources of income is a mixed bag. Some, like government grants, are
fixed in advance and can be budgeted accurately. Others, like individual donations and contributions
from fundraising events, are harder to gauge because they depend on several factors, including the
number of participants and their generosity.

Set out below is an illustration of a simple income budget for ABC Charity:
Table 1: ABC Charity’s Income Budget
Income 2018 ($) %

Enrichment Programmes 100,000 25
Funding and Donations 100,000 25
Grants 80,000 20
Food Programmes 60,000 15
Financial Education Programmes 40,000 10
Other Services 20,000 5
Total 400,000 100
Figure 2: ABC Charity’s Income Budget
Financial Education
5% Other Services
$20,000
Programmes
$40,000
10% Enrichment
25% Programmes
$100,000
Food
Programmes 15% INCOME
($) (%)
$60,000
Funding and
25% Donations
Grants
$80,000 20% $100,000
ABC Charity offers enrichment programmes, food programmes, financial education programmes, and
other ancillary services to its beneficiaries. At the same time, it also receives grants, some funding, and
donations. These are recorded accordingly into its income budget, as shown in Table 1 and Figure 2.
To do this budgeting, charities can engage full-time or part-time personnel who are familiar with finance.
If their needs are simple, volunteers who are skilled in finance may be helpful. Finally, there is also the
option of outsourcing to firms who can assist them.

CHAPTER 6
How Should Charities Estimate Expenditure?
“Beware of little expenses.

A small leak will sink a great ship.”
Benjamin Franklin
Generally speaking, budgeting for expenditures is easier than budgeting for income. Expenditure
budgeting can also be done more accurately since a large part of the charity’s expenses are either
fixed (e.g. rents) or are based on last year’s expenditure list. Nevertheless, it would benefit charities to
better understand the nature and behaviour of different types of expenses so that they can budget for
them accordingly.
6.1 Types of Expenditures
Expenditures can be broken down into four categories. First, fixed expenses, e.g. rental, salary, and
office expenses. Second, variable expenses, e.g. stationery, water, and electricity. Third, fundraising
expenses. Lastly, expenditure on fixed assets, which will be covered in Chapter 8: How to Budget for
Capital Expenditure.
Fixed Expenses
Fixed expenses can be budgeted with relative ease by drawing on past-year records as a basis for its
budget. Generally, rentals and salaries can also be budgeted quite accurately since they are more or
less known. However, complications may arise in situations when the lease is about to be renewed or
when there have been major changes in headcounts. Staff promotion is also an area that may affect
the computations.
Variable Expenses
Variable expenses, as the name implies, vary with usage. For instance, stationary and public utilities
expenses are directly related to usage. Most of these expenses vary with space or the number of
people involved.
However, the types of expenses commonly incurred in most charities cannot be neatly categorised as
completely fixed or variable. These hybrid expenses include those relating to fundraising, outreach,

promotion, social work services, and professional fees. For example, expenses relating to outreach efforts
do not only include fixed elements like salary. They also comprise expenses like transport fees, consultant
fees, and rental for venues which may increase as more outreach activities are carried out.
Fundraising Expenses
Most charities try to keep money spent on publicity, fundraising, and administration to the minimum.
The Charities (Fund-Raising Appeals) Regulations (Charities Act 37) stipulates that the total fundraising
expenses of a charity should not exceed 30% of the total gross receipt from fundraising and sponsorships
for a particular year. Charities have to be mindful of this requirement and ensure that this 30% rule is
not breached when budgeting for the cost of generating funds.
In the example of ABC Charity, its operational expenditures for the year 2018 may be recorded as
follows:
Table 2: ABC Charity’s Operational Expenditure Budget
Expenditures 2018 ($) %

Manpower Costs 100,000 50
Office Expenses 45,000 22
Marketing Expenses 30,000 15
Funding and Donations Expenses 20,000 10
Audit and Professional Fees 5,000 3
Total 200,000 100
Figure 3: ABC Charity’s Expenditure Budget
Funding and 3% Audit and Professional Fees
10%
$5,000
Donations Expenses
$20,000
Marketing
Expenses 15% EXPENDITURE Manpower
$30,000 ($) (%) 50% Costs
$100,000
Office Expenses
$45,000 22%
Chapter 6: How should Charities Estimate Expenditure? 13

6.2 Departmental Expense Budget
In larger charities, it would be reasonable for each department to forecast its own expense budget
and submit it to the Finance Department for further adjustments if necessary. The final version would
then be consolidated into an organisation-wide expenditure budget before submission to the top
management for approval.
6.3 Variance Analysis
A budget is not complete without variance analysis. This refers to the comparison of the actual income
or expense against the corresponding budget.
Variance analysis functions as a performance measurement that provides an indication of whether the
charity has collected adequate revenue to pay for its expenses. It does so by ensuring that the charity’s
spending is within the budget amount and/or that sufficient donations, as measured against the budget,
have been collected. Where variances are observed, explanations accounting for these differences must
be included. This is illustrated in Table 3 and Figure 4. This can be done on a monthly and year-to-date
basis. It is important to stress that without variance analysis, budget preparation is meaningless!
The following is a Variance Analysis Table showing the variances and explanations for the differences.
Table 3: Variance Analysis
Expenditures Budget ($) Actual ($) Variance ($) % Comments

Manpower Costs 100,000 120,000 (20,000) (20) extra part-time staff
Office Expenses 45,000 42,000 3,000 7 lower aircon repair
Marketing Expenses 30,000 35,000 (5,000) (17) higher advertising expenses
Funding and Donations Expenses 20,000 25,000 (5,000) (25) one extra donation drive
Audit and Professional Fees 5,000 5,000
Total 200,000 227,000 (27,000)
Figure 4: Variance Analysis
VARIANCE ANALYSIS
-20%
$(20,000)
Manpower Costs $120,000
$100,000
7%
$3,000
Office Expenses $42,000
$45,000
-17%
$(5,000)
Marketing Expenses $35,000
$30,000
-25%
$(5,000)
Funding and Donations Expenses $25,000
$20,000
Audit and Professional Fees $5,000

$5,000
$(40,000) $- $40,000 $80,000 $120,000
Variance Actual Budget

CHAPTER 7
Why is it Important for Charities
to have Reserves?
“While we do our good works let us not forget

that the real solution lies in a world in which charity will have become unnecessary.”
Chinua Achebe
7.1 Rationale for Reserves
Sustainability is the universal goal all charities strive towards. Without sustainability, good programmes
and services will be disrupted or discontinued. This returns the beneficiaries back to square one, as if
there were no charities at all. To avoid this, the Code of Governance for Charities and Institutions of a
Public Character (Charity Council, 2017) recommends that charities set up reserves to maintain their
financial sustainability in the long run [Principle 6.4.1a in Code 2017 for Basic, Intermediate, Enhanced,
and Advanced Tiers].
Maintaining some level of operating reserves is especially pertinent for charities as a hedge against
the unpredictability of their primary income sources (Sim, Loh & Teo, 2017). This uncertainty derives in
part from the susceptibility of charities’ cash flows to the prevailing social and economic climate. For
instance, when the economy fares badly, the donated sum may decline because there is a tendency for
people to save for rainy days. This is especially so for corporate donations, which are also influenced
by the amount of tax deductibility available.
7.2 Managing Funds and Reserves for Sustainability
So how do charities operate to first ensure their survival, stability, growth, and eventual sustainability in
the long run? Charities need to exercise financial prudence in their cash flow and reserves management.
In managing their funds and reserves, charities need to go through four different stages: operational
liquidity, surplus cash flow, investment income, and self-sufficient income.
Operational Liquidity
Charities need sufficient cash to pay for their operations. These operations include staff costs,
rentals, the costs of running their programmes, and the costs of maintaining their equipment. These
costs should be properly managed and negotiated so as to derive good value through tendering and
competitive quotations.
Chapter 7: Why is it Important for Charities to have Reserves? 15

Surplus Cash Flow
This is where charities exercise astute cash-flow management and generate surpluses. These surpluses
may then be invested in fixed deposits in banks, earning interest, or other investments producing
dividends and rentals. Investments should be prudent and subject to the organisations’ articles and the
Board’s approvals. Such surpluses will be turned into reserves for the charities.
Investment Income
Charities can become less dependent on public and stakeholders’ donations to fund their programmes
by growing their investment income. This will go a step further in paving the path towards sustainability.
Self-Sufficient Income
Self-sufficient income is derived from the charities’ operations and investments. This income ensures
that charities possess adequate cash flow for their continued operations in the long run, come rain or
shine.
Charities often deliberate on the number of years of reserves that should be kept to ensure their
sustainability. Unfortunately, there is no magic answer.
While a charity may refer to its peers in the particular sector for some guidance, the appropriate
target for its reserves ultimately depends on its unique circumstances. Each charity should look at its
revenues and other sources like grants and donations, its operating expenditure for the next few years,
as well as its capital expenditure. These vary according to the number of programmes the charities
intend to manage. The Board of each charity would also need to critically evaluate and determine the
target reserves they need to ensure its sustainability.

CHAPTER 8
How to Budget for Capital Expenditure?
“There is no exercise better for the heart

than reaching down and lifting people up.”
John Holmes
This chapter outlines a series of accounting norms that are not charity-specific practices. Nevertheless,
they are useful guidelines charities can take reference from when budgeting for their capital expenditure.
Budgeting for capital expenditure is an annual exercise. Approval norms or practices concerning
capital expenditure budgeting vary from one charity to another, with flexibility being the key phrase.
Three approaches are introduced below.
8.1 Separate Budget for Capital Expenditure
For expenditures that require Board approval, it is more appropriate to do a top-down approach.
Whatever the top management approves, a charity should budget for it, especially in the case of big-
ticket items. For example, a charity may need to build a new extension to its premises due to expansion
or to renovate its present office for better utilisation of the existing limited space.
In these circumstances, it is a good idea to prepare a separate budget for capital expenditure for the
following reasons:
i. Big-ticket items would usually require the management’s and/or the Board’s approval, and
therefore would be separately accounted for. Some time is normally needed for its finalisation
while awaiting the management’s approval.
ii. More often than not, a big sponsor or a philanthropist would make a lump-sum donation
designated for the charity’s building fund. This would be a restricted fund, classified as special
project financing. This account will normally be separated from the other funding.
iii. Capital expenditure, by its very nature, is spent in the current year. However, the benefits are
usually spread over a number of years through depreciation. A separate schedule to monitor its
usage over the useful life of the asset is thus needed.
iv. A fixed asset schedule is normally prepared for the purposes of monitoring and tracking the
utilisation of these assets.
Chapter 8: How to Budget for Capital Expenditure? 17

In the case of ABC Charity, its capital expenditure would be budgeted as follows:
Table 4: ABC Charity’s Capital Expenditure Budget
Capital Expenditure Budget ($)

Laptops 50,000
Furniture 30,000
Printers 20,000
Total 100,000
Figure 5: ABC Charity’s Capital Expenditure
Printers
$20,000 20%
CAPITAL
EXPENDITURE 50% Laptops
$50,000
($)(%)
Furniture
$30,000 30%
8.2 Bottom-Up Procedures for Smaller and/or Common Capital

Expenditure Items
For smaller and/or more common capital expenditure items, generally only the CEO’s or senior
management’s approval is required. For these items, budgeting can be done from the bottom-up.
Examples of smaller capital expenditure items include the purchase of items such as notebooks, new
furniture, and office equipment like photocopiers and printers. Examples of common items include the
purchase of special-purpose vehicles or mini-buses by bigger charities for use in their daily operational
activities.
In the bottom-up approach, it would be good practice to have each department prepare a list of
requests for the purchase of capital items. These lists should be submitted for approval approximately
three months before the end of the current financial year. The three-month lead time functions as buffer
time to permit for further adjustments or refinements on the requested capital spending. Upon approval
by management, the estimated cost of the capital expenditure items will be incorporated in the budget.
8.3 ‘Rule of Thumb’ Approach to Capital Expenditure Budgeting
Alternatively, some organisations may find it easier to use the ‘rule of thumb’ approach in budgeting.
In this approach, charities generally budget for a 10% increase in capital expenditure because some
capital expenditure items are not known at the time of budget preparation. These situations include, for
example, a new employee needing a new laptop, or an old laptop that needs to be replaced.

CHAPTER 9
What Assumptions do Charities Make
in Budgeting?
“No one has ever become poor by giving.”

Anne Frank
9.1 Considerations when Formulating Assumptions
When preparing budgets, charities must make a number of assumptions. However, before making
these assumptions, charities should first consider their rental, salaries, as well as vision and mission.
Rental
If you are enjoying low rentals, look out for the expiration of lease. You may or may not enjoy these
low rates when the lease is renewed. For charities that own their buildings, it is important to impute a
rental to reflect the actual cost of operations. When charities need to expand their operations and their
premises are no longer adequate, the rental costs may require careful consideration as there could be
a rental surge in a tight supply market.
Salaries
Charities can refer to the NCSS Salary Guidelines issued by the National Council of Social Service2 and
those issued by external human resource (HR) consultancies to estimate the salary increments. This
provides a fair basis for justifying the percentage increase. It would be better to calculate estimates by
department and programme so that a more accurate budget can be arrived at.
Charities are also advised to make explicit the basis of using certain rates, ratios, or numbers. These
allow the reviewer to verify the reasonableness of the budget.
Alignment with Vision and Mission
It is also important for the charity organisation to ensure that the final budget is aligned with its vision
and mission.
2
Please refer to https://www.ncss.gov.sg/Social-Service-Careers/Sector-Salary-Guidelines/Salary-Guidelines for more
information about the NCSS Salary Guidelines.
Chapter 9: What Assumptions do Charities Make in Budgeting? 19

9.2 Assumptions for Budget Preparation
Having accounted for the aforementioned considerations, charities may proceed to make a number
of assumptions regarding income and expenditure. Examples of income and expenditure items are
listed below.
Income
• Income from programmes and services will grow by X% over last year
• Subsidies are expected to stay at Y%
• Cost recovery is unchanged from last year
• Government grants will be $XXX,000
• Donations of $YYY,000 will be received
Expenditure
• Rentals, salaries, promotions may increase by Z%

• Advocacy and research costs will increase by Q%
• Interest rate may increase by 500 basis points
• Investment income may increase by $TTT,000
• Taxes may increase W%
It may not be possible to list the assumptions for every component of the budget. However, the clearer
the assumptions, the easier it is to review the budget for reasonableness. This responsibility tends
to fall within the terms of the Budget Committee or the Finance Committee. The Committee reviews
the budget assumptions and the accompanying budget for alignment to the charity’s strategy and
goals for the next year. They need to approve major additions in terms of both capital and operational
expenditure.

CHAPTER 10
What Are the Different Approaches
to Budgeting?
“When we give cheerfully and accept gratefully,

everyone is blessed.”
Maya Angelou
There are many ways to prepare a budget. Although there are no budgeting practices specific to the
charity sector, there are some common budgeting approaches that charities can refer to. The three main
budgeting approaches are zero-based budgeting, prior-year-basis budgeting, and scenario budgeting.
Exhibit 2: Charities need to choose the appropriate

budgeting approach for their organisation.
Drawing by Nabilah Tsabitah Binte Mohammad Zakir of ASPN
Chapter 10: What are the Different Approaches to Budgeting? 21

10.1 Zero-Based Budgeting
Zero-based budgeting requires computations based on first principles. Hence, the budget must be
prepared from scratch without reference to prior-year comparatives. This is likely suitable for new
programmes or services where numbers are not available. Similarly, if it is an entirely new expense,
zero-based budgeting may be necessary. This method may also be applied to reassess the old ways
of performing services and to determine if there is a better way to reduce the costs.
10.2 Prior-Year-Basis Budgeting
What is more often used in practice is the prior-year basis budgeting which includes current-year
adjustments. Prior-year basis budgeting is frequently used since it permits a faster budget preparation,
assuming no major changes in the charity’s operations. For example, given a year-on-year growth
of 10% in previous years, revenue for the current year may be expected to grow at 10% relative to
revenue for the previous year. Similarly, expenses can also be estimated via this method by applying
an overall inflation rate.
10.3 Scenario Budgeting
Scenario planning is an interesting method of preparing the budget. Different numbers are generated
depending on the scenario used. These scenarios include an optimistic scenario (where revenue is
growing at a higher rate), a likely scenario (where the expected revenue is more likely to happen) and a
pessimistic scenario (where revenue is expected to remain stagnant, grow very little or even decline).
Management then reviews these numbers before deciding on the final numbers to be used for the
budget.
As the budget can have a motivational effect on the organisation’s behaviour, charities should go for
a realistic budget which may be stretched. This helps to motivate and incentivise management to set
higher goals. Conversely, ending with an unrealistic budget should be avoided as this demoralises
management and staff. The budget may even be ignored in such circumstances if the charity’s members
feel that they have been tasked with the impossible.
Ultimately, it is up to individual charities to choose the method best suited to their needs. The Budget
Committee may guide management in this decision. Whichever the budget, it is important to formally
approve it at the Board level. This approved budget is then communicated to all involved to ensure that
the budget is adhered to.
Budget monitoring is an important control mechanism. Any large variance should alert management
to launch an investigation into the discrepancy so that early remedial action can be implemented. It is
thus critical that the budget be revised to reflect the charity’s latest status to allow for proper budget
monitoring. Ideally, the actual numbers should not stray too far from the budget so as to function as a
good control tool for the charity’s management and Board.

CHAPTER 11
How do Charities Manage Cash Flows?
“You have not lived today until you have done something
for someone who can never repay you.”
John Bunyan
Cash flow management involves the forecasting of cash inflows, cash outflows, and the resulting cash
position. Similar to budgeting, practicing good cash flow management is another essential discipline
of financial planning and an important management process.
Exhibit 3: ‘Cash not Enough?’

Charities need to manage their cash flows.
Drawing by Joel Tan Teng Hao of ASPN
Chapter 11: How do Charities Manage Cash Flows? 23

Good cash flow management is vital because charities function within an operational context of income
uncertainty (Sim, Loh, & Teo, 2017). Charities generally rely on resources that are donated. These
donated resources are typically channelled towards providing goods and services for beneficiaries.
An unbudgeted surge in demand for a charity’s programmes and services may place the organisation
at risk of incurring cash flow deficits. Hence, charities need to practice effective management of their
cash flows to ensure the continued sustainability of their operations.
As part of good cash flow management, the charity should exercise foresight in forecasting or
predicting future cash flows. This allows the charity to budget accordingly, ensuring that the charity
has sufficient funds to sustain its operations in the long term. Conversely, without proper cash flow
forecasting, charities may run out of money and may have to drastically cut back on their essential
outreach services, as in the aforementioned case of Irish Autism Action (Box Story 1).
Some examples of cash inflow include:
• Fees and charges from programmes and services

• Investment income
• Donations
• Funds raised through events and sponsorships
Cash outflows are incurred in purchases for operations and expenses incurred in operations:
• Staff costs and welfare

• Rentals and utilities
• Equipment and maintenance
• Information systems
• Research and development
• Marketing and advocacy
• Fundraising expenses
Please refer to Appendix D for a comprehensive template of a cash-flow statement.
Cash flow forecasts are best conducted on a monthly basis to provide a more accurate reflection of
the charity’s latest cash position. This ensures that the cash flow forecasts can be better acted upon
when there are major surpluses or deficits. Surpluses can be invested within the terms of the articles
of the organisation or by the Investment Committee. Deficits need to be addressed by the Fundraising
Committee so that the charity does not run out of cash and risk disrupting the services provided to its
beneficiaries.
There may be restricted funds that can only be used for specific purposes. Management would need
to pay attention to these funds to ensure compliance with the terms of fund usage.
With the cash flow forecast, some charities may also wish to set some cost-recovery targets for their
services. The fees charged should remain aligned with the charity’s raison d’être to serve certain
underprivileged groups. This means that the services should be kept affordable and subsidised to
benefit these groups.

CHAPTER 12
Conclusion
Most charities would have prepared budgets and cash flow forecasts that are likely to be guided and
reviewed by the Budget and Finance Committees, as well as discussed and approved by the Board.
This booklet hopes to have provided these charities with a clearer understanding on what constitutes
good budgeting and cash flow management so that they may incorporate this knowledge into their
existing practices.
To recap, the key steps in formulating a budget are outlined as follows:
i. Ensure that the overall budget to be prepared is aligned with the charity’s mission and vision;
ii. Ensure that the assumptions for preparing the budget are reasonable, realistic, and practicable;
iii. Identify the income, key expenditures, and capital expenditures;
iv. Determine the amount of reserves needed to be topped up and how reserves can help to ensure
sustainability; and
v. Ensure that the top management at the Board approves the budget.
Readers are highly recommended to read the case studies enclosed in Appendices A, B, and C.
Transition House Toronto (Appendix A) is an overseas case study while Singapore Children’s Society
(Appendix B) and AWWA (Appendix C) are the two local case studies. These case studies will help
readers better understand how charities carry out budgeting and cash flow management.
There are a few key lessons to take away from Transition House Toronto’s case study. Firstly, its
utilisation of budgeting and cash flow management provides an accurate reflection of its latest financial
position. This facilitates decision-making, particularly on capital budgeting, at the Board level. It also
provides the necessary information the organisation requires to satisfy the explicit requirements of its
funders. Variance analysis, as an extension of its budgetary system, functions as an effective internal
control tool in detecting irregular expenses which would warrant investigation.
Secondly, the Transition House provides an example of a contingency plan charities may adopt in the
event of unexpected funding deficits. To tide over potential shortfalls in funding, it built up a capital
assets reserve fund as well as a contingency reserve fund. Lastly, the Transition House’s box story
points to the potential for the merging or consolidation of charities offering similar services to achieve
cost savings.
Chapter 12: Conclusion 25

The Singapore Children’s Society also provides key lessons on disciplined budgeting practices. It
incorporates variance analysis to provide additional data that forms a basis for the preparation of future
budgets. Furthermore, its budgeting process involves all Heads of Departments and occurs under the
oversight of the Finance Department and CEO.
In addition, Children’s Society recognises that funding via donations varies across periods. It prioritizes
its provision of various services and focuses on building up reserve funds in good times to finance
income shortfalls during bad times. This enables it to achieve sustainability. In addition, good cash flow
forecasting is an integral part of the society’s financial corporate culture. It enables better anticipation
of projected expenses for smoother operations.
Finally, it should be noted that this booklet is intended as a guide to assist charities in basic budgeting and
cash flow management. As each charity’s circumstances are unique, charities are highly recommended
to supplement the fundamentals outlined in this booklet with more comprehensive publications on
budgeting and cash flow management. These publications include:
• Virginia Society of Certified Public Accountants. (2012). Budgeting: A Guide for Small
Nonprofit Organizations. Retrieved from https://alumni.northeastern.edu/wp-content/
uploads/2017/02/Budgeting-Basics-PDF-Jenn-Lammers.pdf
• Dropkin, M., Halpin, J., & Touche B. L. (2007). The Budget-Building Book for Nonprofits: A
Step-by-Step Guide for Managers and Boards, Second Edition. San Francisco, CA: Jossey-
Bass
• Dropkin, M. (2003). Improving Cash Flow Management In Challenging Times: A Primer.

Retrieved from https://nonprofitquarterly.org/2003/06/21/improving-cash-flow-management-
in-challenging-times-a-primer/
• Hoermann, P. (2014). Cash-Flow Forecasting in Non-Profit Organisations. Retrieved from

https://180dc.org/cash-flow-forecasting-in-non-profit-organisations-necessity-components-
insights-patrick-hoermann/
Shared Services for Charities looks forward to a network of finance managers in charities that shares
ideas and experiences in these areas and beyond. Professionals keen to volunteer their time to help
charities improve their financial control processes are also welcomed.
So put in your best efforts and improve continually for the good of this sector.
Wishing all success and happiness!

References
Charities (Fund-Raising Appeals for Foreign Charitable Purposes) Regulations, Cap 37, No. S 482, Rev.
Ed (1995), Singapore. Retrieved from https://sso.agc.gov.sg/SL/CA1994-RG2?DocDate=1995040
1&ValidDate=20100301&TransactionDate=20110102
Charities Accounting Standard & Charity Portal. (2011). CAS Accounting Template. Retrieved from
https://www.charities.gov.sg/Documents/CAS_Accounting_Template.doc
Charity Council. (2017, April). Code of Governance for Charities and Institutions of a Public Character.
Retrieved from https://www.charities.gov.sg/manage-your-charity/Day-to-Day-Operations-of-
Charity-IPC/Pages/Code%20of%20Governance%20for%20Charities%20and%20IPCs.aspx
D’Arcy, C. (2016). Irish Autism Action defends financial controls amid criticism. The Irish Times.
Retrieved from https://www.irishtimes.com/news/health/irish-autism-action-defends-financial-
controls-amid-criticism-1.2746486
Feagan, J. (2016). Autism charity boss: We didn’t write a budget for 2016. Irish Examiner.
Retrieved from http://www.irishexaminer.com/ireland/autism-charity-boss-we-didnt-write-a-
budget-for-2016-414047.html
Feagan, J. (2016). Irish Autism Action chief’s remarks on charity’s budget spark fury. Irish Examiner.
Retrieved from http://www.irishexaminer.com/ireland/irish-autism-action-chiefs-remarks-on-
charitys-budget-spark-fury-413992.html
Irish Autism Action. (n.d.-a). Services Provided in 2015. Retrieved from https://autismireland.ie/about-
iaa/services-provided-in-2015/
Irish Autism Action. (n.d.-b). What We Do. Retrieved from https://autismireland.ie/what-we-do-2/
Sheehan, M. (2017). Poor fundraising blamed for loss of €169,000 at Irish Autism Action. Irish
Independent. Retrieved from https://www.independent.ie/irish-news/poor-fundraising-blamed-
for-loss-of-169000-at-irish-autism-action-35484788.html
Sim, I., Loh, A., & Teo, C. K. (2017). Accounting for Good: Helping Charities Do Good Better. Centre for
Social Development Asia and Institute of Singapore Chartered Accountants. Retrieved from http://
www.fas.nus.edu.sg/swk/doc/CSDA/ISCA_Charity_E-Book_hires_binder.pdf
Singapore Red Cross Society. (2017). Impact Report 2017. Retrieved from https://redcross.sg/images/
Annual_Report_2017.pdf
Transition House Toronto. (n.d.). About Us. Retrieved from http://www.thousetoronto.org/aboutus.html
Singapore Children’s Society. (n.d.-a). Society Overview. Retrieved from https://www.childrensociety.

org.sg/society-overview
Singapore Children’s Society. (n.d.-b). Vulnerable Children and Youth. Retrieved from https://www.
childrensociety.org.sg/Vulnerable-Children-and-Youth
Singapore Children’s Society. (n.d.-c). Children and Youth Services. Retrieved from https://www.
childrensociety.org.sg/Children-and-Youth-Services
References 27
APPENDICES
APPENDIX A
Box Study 2: Transition House Toronto 30
APPENDIX B
Box Study 3: Singapore Children’s Society 34
APPENDIX C
Box Study 4: AWWA 36
APPENDIX D
Template: Cash Flow Statement 38
Appendix A
Box Story 2: Transition House Toronto

Note: This box story is prepared by CSDA, based on an interview conducted with Ms Colleen Franklin from
Transition House Toronto.
Transition House Toronto is a model example of a charity that embraces discipline in good budgeting
and cash flow management practices.
About the Charity
Established in 1976, Transition House provides support to men who are recovering from addictions,
including substances and/or problem gambling, and can accommodate 17 people over the age of
16. Their maximum length of stay is three months, and they identify their recovery goals which might
include outpatient treatment, relapse prevention, anger management, and other treatment models.
Each resident must have an outside primary counsellor and must also be supported by a team of
experienced in-house counsellors 24 hours a day. They are taught how to apply life skills towards
independent living.
Volunteers also form part of the operations of Transition House and they initiate participation in social
events and sporting and recreational activities. Residents are referred by a number of agencies including
withdrawal management centres. (Transition House Toronto, n.d)
Budgeting and Cash Flow Management in Transition House Toronto as shared by Ms

Colleen Franklin, Executive Director
1. What are your budgeting and cash flow management policies and practices?
The budget is prepared on an annual basis in March for the next fiscal year (April to March) by the
Executive Director and the Treasurer, with assistance from the bookkeeper. The process involves
reviewing historical expenditures and predicting possible impacts to each expense line for the
coming year.
The amounts to be budgeted are recorded monthly with seasonal fluctuations duly recorded on
an appropriate spreadsheet. The budget is then sent to the Board for approval at the April board
meeting.
Once approved, it is given to the bookkeeper. On a monthly basis, the bookkeeper will prepare an
Income and Expense Statement, as well as an Asset and Liability report for the Executive Director
and Treasurer.
The Income and Expense Statement details, by expense category, the amounts expended in that
month along with a report detailing the year-to-date expenditures as well. From that information,
the Treasurer enters the actual amounts into the spreadsheet and presents this at the next board

meeting. Any expense category that has a variance of plus or minus 10% must be investigated by
the Executive Director and reported on.
2. How important is budgeting and cash flow management to your organisation?
Budgeting and cash-flow management is extremely important to our organisation. It allows us to

easily understand what our financial position is at any time.
It allows us to report our financial position to our Board of Directors, who can then make decisions
about required expenditures, such as capital acquisitions. As our funders (the Toronto Central Local
Health Integration Network and the United Way of Greater Toronto) require us to have a balanced
budget at year end, our cash flow management and budgeting is integral to providing us with the
information that we need to have a balanced budget.
3. What do you think would happen to Transition House if you do not practise budgeting and
cash flow management?
As an organisation, Transition House relies heavily on our budgeting and regular reporting to our
Board of Directors as a best practice.
However, Transition House had a situation several years ago when our Executive Director was on
a one-year secondment to one of our funders. It became very clear to us how important these
measures were to the health of our organisation.
Due to the secondment of our Executive Director, Transition House hired a person as an Acting
Executive Director on a one-year contract. During this time, the Acting Executive Director was in
charge of the agency budget, with access to the credit cards, signing authority, and management
of all aspects of the agency finances.
During the Acting Executive Director’s second month on the job, the Board noticed expenditures
(on our budget tracking form) that were very different from the usual. These included more money
spent on food and other supplies, as well as ordering of merchandise that was not delivered to the
agency. The Board questioned the Acting Executive Director about these expenditures, and were
given explanations, but after another month or so, the Board began to get suspicious about the
validity of these expenditures.
The Board then requested our bookkeeper to do a thorough analysis of the expenditures, and it
was discovered that the Acting Executive Director was utilising agency funds (including petty cash,
and the agency credit cards) for personal use. The Acting Executive Director’s employment was
subsequently terminated, and the Executive Director altered his secondment in order to return to
manage the agency.
It was due to the strong oversight of Transition House’s Board, as well as the careful budgeting and
cash flow management that this situation was recognized in a timely fashion and dealt with.
A situation like this illustrates what could possibly happen if strong budget and cash flow
management procedures are not in place.
Appendices 31
4. As cash flow is critical to Transition House in running your operations, can you tell us more
about your main sources of funding?
Transition House is funded by the Toronto Central Local Health Integration Network (TC LHIN)
(90%) and the United Way of Greater Toronto (10%). The TC LHIN is the local agency which is
charged with funding, and making decisions about funding, for health-related services, and is an
arm of the Ontario Ministry of Health and Long Term Care.
The United Way of Greater Toronto is an organisation which raises funds and provides funding and
oversight of social service agencies in the greater Toronto area. We have just received notice that
Transition House will be funded under their Community Support Sector funding stream for the next
3 years.
5. How do you manage when there is a shortfall in funding? Do you have some policy on
building up the reserves?
Transition House is very fortunate to be fully funded for our operation through the TC LHIN and the
United Way of Greater Toronto. Over the past 15 years, we have only had one year when there was
a small deficit. Luckily, Transition House has two reserve funds: a capital assets reserve fund, as
well as a contingency reserve funds. Details are provided as follows:
Capital Assets Reserve Fund

The purpose of the capital assets fund is to accumulate funds for the replacement of furniture,
fixtures, and equipment and for major repairs (excluding purchases funded by the Ministry of Health
or others) as required from time to time. Historically Transition House has spent C$25,000.00 each
year for the above purposes. Given the age of the house and the possibility that these expenditures
will increase, funding for the Capital Asset Reserve Fund is to be set at C$50,000.00.
Contingency Reserve Fund

The purpose of this fund is to set aside monies to offset any unforeseen and unbudgeted expenses
that Transition House may have to incur with respect to the provision of services to the clients.
The funding will be as determined by the Board and reviewed on an annual basis taking into
consideration any unusual events and issues related to the operations of Transition House. This
contingency fund is to be established as a minimum of four months of annual operating expenses.
At this time this would equate to C$160,000.00.
6. To achieve sustainability of your operations, what actions and measures have you taken or
are you going to take?
Transition House is very lucky to have stable funding from two sources. That being said,
circumstances can change due to many things – political shifts, our funders not meeting their
fundraising goals, etc.
Our Contingency Reserve Fund has been set up to address such a situation, and gives the agency
the equivalent of four months of operating costs in the event that – hopefully unlikely – our funding
situation changes. If such a situation were to occur, the Board would have no choice but to cease
operations within the four-month window.

7. When you receive external funding from donors and agencies, do they require you to
provide some reports? What would they expect from your organisation in the running of
your operations?
Yes, we have many reports that are required, from both the TC LHIN/Ontario Ministry of Health and
the United Way of Greater Toronto.
The TC LHIN/Ontario Ministry of Health requires us to provide them with quarterly financial
reports, including forecasting to predict if we will have an operating surplus/deficit or a balanced
budget (which they require). In addition, they require us to provide them with an annual ‘CAPS’ or
‘Community Annual Planning Submission’ which is a financial and clinical reporting tool.
This CAPS submission is tied to our contract with the LHIN, and we have to meet a number of
financial, capacity and clinical targets. We also do an annual MIS-OHRS (Management Information
System – Ontario Health Records System) report which is a financial report to the Ministry of Health.
The United Way of Greater Toronto also requires us to have a balanced budget at year-end. It
requires Transition House to report on financial information on an annual basis. We also provide
them with an extensive report on the clinical aspects of our program, including number of clients
served and other targets.
In addition, both funding organisations require Transition House to have an annual audit, conducted
by an independent outside auditing firm. Our audited financial statements are submitted to both
funders yearly.
8. If you have insufficient funds to sustain your operations, what would you do and how would
your public image be affected?
As noted above, in the unlikely event that Transition House were to have insufficient funds to sustain
our operations, the Board might make the decision to cease operations, utilizing the Contingency
Reserve fund to operate for the final four months.
Another option, though, and one which our main funder is interested in seeing happen, is for
Transition House to amalgamate services with another agency similar to ours. This is the ‘integration’
piece of their mandate. They are very much hoping that agencies will look at opportunities to
integrate/merge, hoping to find savings (mostly in management salaries – where one person could
oversee the operation of two like agencies). This funder has flatlined funding for the last several
years, in order to encourage agencies to consider integration.
Appendices 33
Appendix B
Box Story 3: Singapore Children’s Society

Note: This box story is prepared by CSDA, based on an interview conducted with Mr Alfred Tan from Singapore
Children’s Society.
Featuring Singapore Children’s Society, Box Story 3 illustrates the importance of budgeting and the
cash flow management processes of a local charity.
About the Charity
The Singapore Children’s Society was established in 1952. The mission of the Society is to bring relief
and happiness to children in need. Reaching out to 65,536 beneficiaries in 2017, Children’s Society
provides services in four categories: vulnerable children and youth, children and youth services, family
services, as well as research and advocacy (Singapore Children’s Society, n.d.-a). The charity also
works closely with the Ministry of Social and Family Development to provide a range of services to both
children and youths (Singapore Children’s Society, n.d.-b). These include the Tinkle Friend helpline,
and the rehabilitation of juvenile offenders (Singapore Children’s Society, n.d.-c). For more details, visit
their website at: www.childrensociety.org.sg.
Budgeting and Cash Flow Management in Singapore Children’s Society, as shared by Mr

Alfred Tan, Chief Executive Officer
On Budgeting
1. Does your charity carry out an annual budgeting process?
Our financial year is from January to December, and our annual budgeting process starts in July
and is completed by December.
2. How is the budgeting initiated?
The budgeting process is initiated by the Finance Department. In July, a template will be provided
to the Heads of Departments for them to work out their budget for the next financial year. To help
them with the preparation, the actual income and expenses for the past six months will be provided
for their reference. After the various Heads have submitted their draft, all will meet for review and
discussion.
3. Who is involved in the budgeting process?
The CEO first meets with the Heads of Departments, to discuss the budget for the following year.
A first draft of the budget is then prepared by the Heads using the budget template provided by
the Finance Department. This draft budget then goes through the respective standing committee
Chairpersons for review and, once approved, it would be sent to the Board. The final draft is then

sent for Board approval in November.
4. Would you like to share the key success elements of a good budget?
At the budget drafting stage, staff are encouraged to be meticulous and realistic in planning their
work plans. This will help in providing a better budget as the expenses can be clearly accounted for.
During the projects implementation stage, the Finance Department and operating centres should
periodically review budget variances. This will also be a useful reference for future budgets.
5. How can charities budget given the uncertain cash inflow?
Charities must have a clear conviction on what services they intend to provide. They would then
reference past income trends and income projections to determine if there are sufficient funds to
support the services. If not, they may need to prioritise what are the more crucial services to keep
and what other services can be provided when funds are available.
6. What are some challenges that your charity has faced in carrying out its budgeting and
cash flow management?
As donation income is diffcult to project accurately, we need to have a contingency plan if our
income falls short halfway through the financial year. As such, it is crucial that we have sufficient
reserves to standby in case we face a budget deficit situation due to a shortfall in our income.
It is also important to work out how much liquidity is needed for the regular expenses and how
much to be used for investment to gain the extra income.
On Cash Flow Forecasting
1. Does your charity practice cash flow forecasting? Are there any issues you wish to highlight?
Having a good practice of cash flow forecasting allows the charity to anticipate correctly all the
projected expenses. This allows us to set aside an adequate amount of cash to ensure we meet all
our accounts-payable needs.
2. Why is cash flow forecasting particularly useful for non-profit organisations?
Good cash flow forecasting is crucial in the management of non-profit operations. Cash flow
forecasting enables the charity to ensure that the services provided to their beneficiaries are
sustainable and reliable. Thus, good cash flow management is an important part of our charity’s
governance process.
3. Who is involved in the cash flow forecasts?
The cash flow forecast is done by the Finance Department, in consultation with the CEO and
the Honourable Treasurer. The Finance Department also reviews the forecast, and consults the
Chairman of Children’s Society if there are issues arising.
Appendices 35
Appendix C
Box Story 4: AWWA

Note: This box story is prepared by CSDA, based on an interview conducted with Mr Kevin Lee from AWWA.
Box Story 4 features a local charity, AWWA. It highlights the importance of having a strong and flexible
budget to ensure the continuity of its key programmes and daily operations. It also demonstrates the
role of cash flow forecasting in ensuring adequate cash flow for AWWA’s operations.
About the Charity
Established by Mrs Shakuntla Bhatia in the 1970s, AWWA has grown from a one-woman operation into
a charity that serves over 6,000 beneficiaries. Across the years, AWWA has continually expanded its
initiatives to provide services ranging from early intervention for pre-schoolers, education and disability
support for children with special needs, assistance to low-income families, caregivers, and health and
social assistance for vulnerable seniors. They work with a range of community partners, governmental
agencies, volunteers and donors to empower the socially-disadvantaged. (AWWA, n.d.)
Budgeting and Cash Flow Management in AWWA, as shared by Mr Kevin Lee, former
Chief Executive Officer
On Budgeting
AWWA’s annual budgeting process is initiated by the Board and reviewed by the Senior Management
Team. AWWA takes into consideration the cost of manpower development and rising capital
expenditures, as well as the need to strengthen their capacity for future growth when designing their
budget. Throughout the process, the Finance Director acts as the team leader, to review the budget
whenever there are variances to key assumptions. Budgets are revised to accommodate the variances
and needs of AWWA’s projects.
It is important to have a detailed budget with some room for flexibility. This allows the management to
ensure the continuity of key programmes and smooth running of day-to-day operations. To this end,
communication is crucial for the budget to be executed smoothly. AWWA uses a variety of platforms
like townhall meetings, staff retreats and strategic planning meetings to communicate key goals to
their staff effectively.

On Cash Flow Management
Apart from budgeting, AWWA also carries out cash flow forecasts for the next three years. Similarly,
the Board, Senior Management Team and the Finance Committee are involved in the cash flow forecast
and its reviews. In particular, cash flow forecasting is also crucial in AWWA’s fundraising, enabling them
to co-ordinate their fundraising efforts based on cash flow forecasts. This ensures adequate cash flow
for AWWA’s operations.
In the event of a major cash deficit, AWWA would carry out a strategic and operative review of their
sustainability plan. When AWWA expects a major surplus, they channel the available funds into
strengthening their reserves and ensuring better returns from investments, without compromising the
Code of Governance and the trust of their stakeholders.
Appendices 37
Appendix D
Template: Cash Flow Statement

The following table presents a template that charities may use in preparing their cash flow statement.
Note Total Current year Total Prior year

S$ S$
Y01 Y02
Cash Flows From Operating Activities C01
Net Income/(expenditure) before tax expense C02
Adjustments for:
Interest income C03
Interest expense C04
Non-cash donations C05
Funds, gifts, donations, grants received specifically for C06

endowment funds
Depreciation of property, plant and equipment /investment C07

properties
Amortisation of intangible assets C08
Impairment loss on intangible assets/investments C09
Net gain/(loss) on disposal of property, plant and equipment/ C10

investment assets
Operating Cash Flows before Changes in C11

Working Capital
Inventories C12
Trade and other receivables C13
Trade and other payables C14
Provisions for liabilities and charges C15
Net Cash Flows from Operations C16
Income taxes paid C17
Net Cash Flows From (Used in) Operating Activities C18

S$ S$
Y01 Y02
Cash Flows From Investing Activities C19
Disposal of property, plant and equipment C20
Purchase of property, plant and equipment C21
Disposal of investment assets C22
Purchase of investment assets C23
Interest Received C24
Dividends Received C25
Net Cash Flows From (Used in) Investing Activities C26

S$ S$
Y01 Y02
Cash Flows From Financing Activities C27
Proceeds from borrowings C28
Repayment of borrowings C29
Interest paid C30
Funds, gifts, donations, grants received specifically for C31

endowment funds
Net Cash Flows From (Used in) Financing Activities C32
Net increase (decrease) in cash and cash equivalents C33
Cash and cash equivalents, beginning balance C34
Cash and cash equivalents, ending balance C35
Adapted with permission from “CAS Accounting Template”, by Charities Accounting Standard and
Charity Portal, 2011. Retrieved from Retrieved from https://www.charities.gov.sg/Documents/CAS_
Accounting_Template.doc
Appendices 39
Acknowledgements
Booklet 1: Budgeting and Cash Flow Management
CHARTERED INSTITUTE OF REVIEWERS

MANAGEMENT ACCOUNTANTS
Ms Shavonne Sim Mr Alfred Tan
Ms Paige Liaw CEO, Singapore Children’s Society
Mr Mohd Anuar Yusop

CHARITY COUNCIL SECRETARIAT Executive Director,
Ms Sim Hui Ting Association of Muslim Professionals
Ms Kelly Teo Ms Toh Ai Lei
Ms Chan Kaijia Finance Manager,
St Francis Methodist School Ltd
BOOK ADVISORY COMMITTEE
Dr S. Vasoo CENTRE FOR
A/P Corinne Ghoh SOCIAL DEVELOPMENT ASIA - STAFF
Dr Gerard Ee Ms Joanne Liang
Ms Sim Hui Ting Ms Tan Shi Hui
Dr Isabel Sim
A/P Alfred Loh
Prof Teo Chee Khiang COPYEDITOR
Graceworks Pte Ltd
Ms Bernadette Low
LOCAL BOX STORIES
Singapore Children’s Society
AWWA
OVERSEAS BOX STORIES

Irish Autism Action
Transition House Toronto

RESEARCH INTERNS FROM THE
NATIONAL UNIVERSITY OF SINGAPORE
Department of Communications and Department of Political Science,

New Media, Faculty of Arts and Social Faculty of Arts and Social Sciences
Sciences Ms Ashwinii Selvaraj
Ms Low Lu Yi Mr Chay Wen Xuan
Ms Chong Si Qing
Department of Economics, Faculty of Ms Gei Min Zhen Lydia
Arts and Social Sciences Ms Ho Jia Hui Clara
Ms Tan Yu Wei Mr Kho Wei Xian
Ms Lee Shu Hui Jesslene
Department of English Language and Mr Lim Jia Wei Cephas
Literature, Faculty of Arts and Social Ms Ling Shu Yi
Sciences Ms Low Fei Yun
Ms Charis Ching Yongyi Ms Maegan Liew Chew Min
Ms Cheryl Ang Yuan Ting Ms Nadia Imran Ganesh
Ms Gillian Lim Hui Min Ms Ng Kai Lin Natalie
Mr Guo Zhenhao Ms Nur Namirah Bte Abdul Rahim
Ms Rebecca Seah Qi Hui Ms Sharanya Shanmugam
Ms Tan Yan Bin Ms Sheryl Ong Shin Yee
Ms Tan Jin Ting Claudene
Department of Geography, Faculty of Mr Tan Jun Wen Brandon
Arts and Social Sciences
Ms Nur Farzana Ibrahim Department of Sociology, Faculty of
Arts and Social Sciences
Department of History, Faculty of Arts Ms Alexandria Wong Jia Min
and Social Sciences Ms Alicia Choo Yishi
Ms Alexandra Anjali Moosa Ms Claribel Low Sin Yee
Mr Douglas Ong Say Howe Ms Sin Darra
Ms Bey Yan Lin Charissa Ms Gong Yuan
Ms Ow Yong Zhi Qi Ms Liang Linying
Ms Liew Sze Lei
Department of Psychology, Faculty of Mr Lim Jun Da Russell
Arts and Social Sciences Ms Ruriko Tanzil
Mr Joshua Chan Xiang Rong Ms Sarcthy Nagarajah
Ms Lee Aishan Laural Mr Suraj Somaiah
Ms Lim Xin Ying Mr Tan Chongsheng Micah
Ms Nai Kai Wen Ms Zuhairah Binte Zulkifli
Ms Ngooi Mun Yi Yvette
Ms Tan Li Wen Marie Department of Statistics and Applied
Ms Tan Rong Ying Probability, Faculty of Science
Ms Tay Siu Ing Cheryl Ms Wang Qiqi
Acknowledgements 41
Notes
Notes
Notes
Notes
About the Editors
Dr Isabel Sim
ACMA, CGMA (Academic); MAICD (Australia);
Member of SID (Singapore)
Dr Isabel Sim is a Senior Research Fellow at the Department of Social

Work, Faculty of Arts and Social Sciences, National University of
Singapore as well as Director (Projects), Centre for Social Development
Asia. She obtained her PhD in Finance from The University of Western
Australia in 2011.
Associate Professor Alfred Loh

FCA (Singapore); FCPA (Australia)
Dr Alfred Loh is an Associate Professor in the Department of Accounting

at NUS Business School. He served as the Head of the Department of
Accounting from 2007 to 2012. He obtained his PhD from The University
of Western Australia in 1989.
Retired Professor Teo Chee Khiang

FCA (Singapore); FCPA (Australia); IIA Governor (Singapore)
Mr Teo Chee Khiang was a Professor (Practice) in the Department of

Accounting, NUS Business School before retiring in December, 2017. He
was Deputy Auditor General before joining NUS and had extensive public
sector audit experience. He had also consulted with the World Bank.
A PROJECT IN COLLABORATION WITH:
Centre for Social Development Asia (CSDA) Chartered Institute of

Department of Social Work Management Accountants (CIMA)
Faculty of Arts & Social Sciences
National University of Singapore Email: singapore@aicpa-cima.com
Website: www.cimaglobal.com
Email: swksec@nus.edu.sg
Website: www.fas.nus.edu.sg/swk/
SUPPORTED BY:
Charity Council CFA Society Singapore

Email: Charity_Council_Sec@mccy.gov.sg Email: info@cfasingapore.org
Website: www.charitycouncil.org.sg Website: www.cfasingapore.org
Baker Tilly RSM

Email: general@bakertilly.sg Email: info@rsmsingapore.sg
Website: www.bakertilly.sg Website: www.rsmsingapore.sg

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Published by Centre for Social Development Asia (CSDA)

Designed and Printed by SC (Sang Choy) International Pte Ltd

This handbook consists of a series of five booklets, each covering

It is hoped that Board members, management, and staff of charities,

The editors have sought to preserve the content contributed by the

Chapter 3: What should Charities Consider before Budget Preparation? 05

Chapter 4: How should Charities Prepare Budgets? 07

Chapter 5: How should Charities Budget for Income? 09

Chapter 6: How should Charities Estimate Expenditure? 12

Chapter 7: Why is it Important for Charities to have Reserves? 15

Chapter 8: How to Budget for Capital Expenditure? 17

Chapter 9: What Assumptions do Charities Make in Budgeting? 19

Chapter 10: What are the Different Approaches to Budgeting? 21

Chapter 11: How do Charities Manage Cash Flows? 23

Figure 1: Roadmap to Budgeting 02

Table 1: ABC Charity’s Income Budget 11

For more information about CSDA, please visit:

For more information on the Department of Social Work, please visit:

ii Budgeting and Cash Flow Management

About Charity Council

Adjunct Professor Ang Hak Seng

About The Commissioner of Charities

The objectives of the Commissioner as stated in the Charities Act are:

• To maintain public trust and confidence in charities;

iv Budgeting and Cash Flow Management

Ms Tan Lay Hoon

About CFA Society Singapore

Mr Sim Guan Seng

About Baker Tilly

vi Budgeting and Cash Flow Management

• Expertise in the Singapore Financial Reporting Standards, the Charities Accounting

Mr Gan Seow Ann

About Shared Services for Charities Limited

SSC’s in-house team is made up of qualified experienced professionals, augmented by qualified

viii Budgeting and Cash Flow Management

Thank you all for making this booklet happen!

ABOUT THE AUTHOR

Chris is a Certified Internal Auditor, a Chartered Accountant (Singapore and

Author’s Acknowledgement xiii

Road Map on Contents of Booklet

Figure 1: Roadmap to Budgeting

Prior Year Basis Budgeting

Operational Expenditure Budget

Capital Expenditure Budget

Review Sustainability of Reserves

An overview of Chapters 2 to 10 is outlined as follows:

On Cash Flow Management

02 Budgeting and Cash Flow Management

“If you’re in the luckiest one per cent of humanity,

Box Story 1: Irish Autism Action

About the Charity

Budgeting and Cash Flow Management Practices

Chapter 2: Why is Good Budgeting Important for Charities? 03

Mr Murnane’s explanations sparked widespread controversy. Parents of autistic children

Key Lessons Learnt

04 Budgeting and Cash Flow Management