Managing Cash Flows On Construction Projects
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The document discusses the critical importance of managing cash flow in construction projects, emphasizing that a company can fail due to poor cash flow regardless of profitability. Key financial ratios and factors influencing cash flow, such as project scheduling, change orders, and customer payment practices, are outlined to aid in effective management. It concludes that cash flow is crucial for business survival and encourages prioritizing cash management within organizational structures.
Managing Cash Flows On Construction Projects
- 1. Managing Cash Flow on Construction Projects Presented by: Rodney Barbour Lawson Mechanical Contractors Client Centered Project Focused Quality Oriented Since 1947
- 2. Cash is King
- 3. CRITICAL POINT: ULTIMATELY, IF A COMPANY DOES NOT MAKE A PROFIT IT WILL MOST LIKELY FAIL. HOWEVER, REGARDLESS OF WHETHER IT MAKES A PROFIT OR NOT, IF IT DOES NOT HAVE POSITIVE CASH FLOW, IT WILL ABSOLUTELY FAIL!!!
- 4. do you manage or just watch? The Good The Bad & The Ugly
- 5. Key Financial Ratios Current Ratio – Current Assets divided by Current Liabilities General Contractors : 1.1 + Specialty Trade Contractors: 1.5 + Cash Ratio – (Cash+Cash Equivalents+Invested Funds) divided by Current Liabilities General Contractors : .2 + Specialty Trade Contractors: .35 + Working Capital Turnover – Sales divided by Working Capital General Contractors: 10.0 – 20.0 Specialty Trade Contractors: 6.0 – 10.0
- 6. Key Financial Ratios Debt to Equity Ratio – Total Liabilities divided by Equity General Contractors: 3.0 – 6.0 Specialty Trade Contractors: 1.5 – 3.5
- 7. Contractor’s Financial Information Current Assets $ 748,000 Current Liabilities $ 525,000 Total Liabilities $ 650,000 Equity $ 175,000 Sales $ 2,000,000 Cash, Cash Equivalents $ 150,000 & Invested Funds
- 8. Working Capital* The excess of current assets over current liabilities. Current assets $ 748,000 Current liabilities (525,000) Working capital $ 223,000 * An indication of a company’s liquidity.
- 9. Current Ratio Balance Sheet Ratios Current Assets Liquidity Ratios Current Liabilities Measures a firm’s ability to cover its $748 = 1.43 $525 current liabilities with its current assets.
- 10. Cash Ratio Balance Sheet Ratios Cash, Cash Equiv & IF Liquidity Ratios Current Liabilities Measures a firm’s ability to cover its $150 = 0.29 current liabilities with $525 its most liquid current assets.
- 11. Working Capital Turnover Measures how a Sales (Revenue) firm’s working capital Working Capital is being leveraged to produce revenue. $ 2,000 = 8.97 $ 223
- 12. Debt to Equity Measures how a Total Liabilities (Debt) firm’s equity capital is Equity being leveraged. $ 650 = 3.71 $ 175
- 13. Debt to Equity Measures how a firm’s equity capital is being leveraged. Total Liabilities (Debt) Equity $ 650 = 3.71 $ 175
- 14. Managing Cash Flow on Construction Projects Presented by: Mark Richardson Pinnacle Surety & Insurance Services For All Your Bonding Needs…
- 15. The Dynamics How much money will it take to mobilize the job? Know your customer The contract The schedule Cash flow projection Change Orders (Under-billings) – Are you kidding yourself! People vs. Systems Financial Statements Interruptions to cash flow
- 16. How much money will it take to mobilize the job? Labor Equipment (own or rent) Materials (do you need to purchase before you can bill) When will the first progress payment be received? Subcontractors have to be prepared to finance the first 90 days of their work.
- 17. Know Your Customer Do they pay slowly? Do they have competent staff to process your paperwork? Are there sufficient inspectors to get to your job and sign-off work in a timely manner? Are there too many inspectors?
- 18. The Contract Do you understand the terms in order to be paid? If you are a Sub, do you know that the Prime’s contract with the Owner is incorporated into your contract with the Prime and how it will impact you? Have your attorney review your contract.
- 19. The Schedule The schedule drives the work The work drives the billing The billing generates the cash flow Know when you are scheduled to work, stop, and start again. Keep track of delays…it all adds up in the end!
- 20. Cash Flow Projection How much work you will do each month? How much of the work are you allowed to bill for? If you are a sub, how much of the retention is profit? When will you get your retention? If/when will it be necessary to use the line of credit. When will you be able to pay down the line of credit? Have you accounted for all of the above in your projection and incorporated the results in an overall business cash flow projection?
- 21. Change Orders – Are you kidding your self? Are you doing work that should be a Change Order? Excess labor Excess material Excess equipment It’s like a four point swing Will you ever be able to bill for it?
- 22. People vs. Systems If you have the right system, does your staff (in the field and in the office) know how to document and input the information into the system? If not, you may miss a billing period, interrupting cash flow. If you have the right people, the right system will make them extremely efficient. The right people can work with any system.
- 23. Financial Statements CPA that specializes in construction accounting. Do you understand financial statements? Be a business person that is in construction. If you don’t want to understand your financial statements, you may not know the following: – Do you have enough working capital to take on more work? – Have you correctly paid your taxes (Payroll, Use, State, Federal, etc.) and Union dues?
- 24. Financial Statements - Continued – If not, you may be spending money that isn’t yours to get or buy: more work (which you won’t be able to cash flow) more equipment (if financed you may not be able to pay for it) buy property and improve it (more debt and use of cash) buy a restaurant
- 25. Interruptions to Cash Flow A job that slows down or is temporarily stopped. One job can start the domino effect! Compliance issues; Prevailing Wage paperwork, proper releases from subs and suppliers Stop Notices Lack of workforce in the field to perform the work and provide information back to the office. Lack of office personnel to process paperwork. You may have enough bodies in the office to do the paperwork but are they qualified? Employees that do not have the skill set to perform the work and are not moved to another department or let go. Owner or business partner develops an alcohol, drug or gambling problem. Divorce – lack of concentration Death and lack of continuity plan. Material not available - drywall Equipment being manufactured offshore Earthquake
- 26. Conclusion Cash flow is the life of the business. Make sure you keep alive! Thank You!
- 27. Managing Cash Flow on Construction Projects Alison Sellers alison.sellers@mossadams.com 818‐577‐1890 January 26, 2013 27
- 29. DISCUSSION OUTLINE • Accounting perspective Importance of cash management Improving cash flow Impact to financial statements 29
- 30. IMPORTANCE OF CASH MANAGEMENT • The ultimate purpose of a business is to generate cash • Cash is a key indicator of health Ratios Trends – Cash, AR, Under billings • Cash fuels growth/protects organizations 30
- 31. IMPORTANT CASH RELATED TRENDS • Trends are important o Signs of trouble Decreasing cash Increasing AR and under billings Use of cash for long term assets, loans to related parties Maximized short term borrowings 31
- 32. CASH FUELS GROWTH • Cash is required to finance operating activities and provides security in difficult times o How much cash is needed for new work? Finance of job start up, current work New equipment How will growth impact debt covenants & surety relationships? – Unrealistic Growth #1 reason for surety claims 32
- 33. IMPROVING CASH FLOW Where is cash typically trapped? Under billings – What is causing these? Idle equipment Pending change orders Accounts receivable Retentions Inventory, other assets 33
- 34. IMPROVING CASH FLOW How do Presidents/Owners Influence CF? Set corporate culture Major asset acquisition Capital structure Personal needs Pricing/billing policy Non‐productive family on payroll 34
- 35. IMPROVING CASH FLOW How do CFOs influence CF? Management of cash that flows Short term investments Billings/Collections Manage payables (1% 10, net 30 = 18.25% annually) Use of line of credit Contract terms Credit checks 35
- 36. IMPROVING CASH FLOWS How do estimators influence CF? Which jobs to bid Assumptions when developing bids Choice of vendors subcontractors 36
- 37. IMPROVING CASH FLOW Project managers impact CF? Scheduling job activities Processing change orders Estimating costs Billing Negotiating with general and subcontractors 37
- 38. IMPROVING CASH FLOW Superintendents Impact CF? Labor/equipment management Material requisitions Production only decision making Identification of changing conditions Safety/risk management 38
- 39. IMPROVING CASH FLOW How can you make managing cash a priority? It must start at the top Change corporate structure Define where cash flow is a priority Training within the organization Compensation plans that reward cash flow 39
- 40. STATEMENT OF CASH FLOWS • Composed of three sections o Cash flows from operating Cash provided from contract revenues Cash paid to vendors, subcontractors, employees o Cash flows from investing Cash used to purchase equipment or other investments Cash provided by the sell of these assets o Cash flows from financing Cash used to repay line of credit, debt, pay distributions to stockholders Cash provided by debt, issuing stock, contributions to the company from stockholders 40
- 41. STATEMENT OF CASH FLOWS CASH FLOWS FROM OPERATING ACTIVITIES Cash received from contracts $ 9,335,177 Cash paid to suppliers, employees, and subcontractors (9,325,125) Interest received 1,150 Interest paid (16,446) Net cash from operating activities (5,244) CASH FLOWS FROM INVESTING ACTIVITIES Proceeds from sale of equipment 5,436 Purchase of property and equipment (59,720) Change in due from affiliates 178,724 Net cash from investing activities 124,440 CASH FLOWS FROM FINANCING ACTIVITIES Net repayment on lines of credit (65,983) Borrowing of long‐term debt ‐ Repayments of long‐term debt (15,435) Repayments to affiliates (83,000) Net cash from financing activities (164,418) NET CHANGE IN CASH (45,222) CASH AND CASH EQUIVALENTS, beginning of year 125,863 CASH AND CASH EQUIVALENTS, end of year $ 80,641 41
- 42. STATEMENT OF CASH FLOWS • Show the relationship of net income to changes in the entity’s cash position • Evaluate decisions of management • Provides indicators of whether the entity has the ability to continue to meet its debt payments and other obligation • Predict future cash flows of the entity 42
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