Abstract
ABSTRACT The statement of cash flows and the cash budget are two important tools for clubs to better manage their cash. While the statement of cash flows reflects cash flow activities for a period of time and separates them into operating, investing and financing activities, the cash budget focuses on the future and shows both forecasted cash receipts and disbursements. This study benchmarks how clubs utilize the statement of cash flows and the cash budget, documents the current accounts receivable and accounts payable practices, and investigates if the size of clubs (as determined by membership) affects such uses and practices.
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