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Prime Diagnostic · Sample deliverable
What a diagnostic summary looks like
Here, on a fictitious case, is the three-page summary that management and the board receive at the end of a Prime Diagnostic: the findings, the cash dashboard and the costed action plan.
FICTITIOUS EXAMPLE FOR ILLUSTRATION · INVENTED STRUCTURE AND FIGURES · NO REAL CLIENT
Page 1
Summary for management and the board
Fictitious association “Les Ateliers du Littoral” · health and social care · €4.2M budget · 68 staff · year reviewed: 2025, 2026 forecast.
In one sentence
The 2026 deficit (−€185K forecast) comes mainly from unfunded payroll and late payments from funders; it can be corrected within 18 months without redundancies, if three decisions are taken before 31 March.
2026 forecast result
−€185K
Versus +€12K in 2025
Cash
38 days
Of expenses; alert threshold: 45 days
Payroll
74%
Of income; 69% in 2023
Funder receivables
€410K
Of which €160K over 90 days
Five findings
- Payroll. Three posts created in 2024 without lasting funding: €142K a year not covered.
- Funding. Two grants approved but paid 4 to 6 months late; no formal follow-up.
- Cash. No forecast beyond the current month; the May squeeze is already visible.
- Purchasing. Maintenance and insurance contracts not renegotiated since 2019: €35K to €45K above market.
- Governance. The board sees the accounts once a year; no indicator tracked at meetings.
Three decisions before 31 March
- Freeze unfunded hires and redeploy two posts onto funded activities.
- Set up a rolling 13-week cash forecast, reviewed every Monday by management.
- Negotiate a €120K advance with the main funder, backed by a costed file.
Page 2
Dashboard: 13-week cash forecast
End-of-week balance, in €K. Central and prudent scenarios (funder payments delayed by 4 weeks).
In the prudent scenario, cash falls below the alert threshold in week 9 and reaches €36K in week 10, just before payroll. The advance requested from the funder, or deferring two supplier payments, is enough to cover the gap.
Indicators tracked at every board meeting
| Indicator | Actual | Target | Status |
|---|---|---|---|
| Cumulative result vs budget | −€48K | −€30K | Watch |
| Cash at 8 weeks | €84K | > €60K | On target |
| Payroll / income | 74% | 71% | Off target |
| Funding received | 62% | 75% | Off target |
Page 3
Costed action plan
Estimated annual effect once the action is fully in place. Assumptions are detailed in the full report.
| Action | Effect per year | Deadline | Owner |
|---|---|---|---|
| 1. Redeploy two unfunded posts onto funded activities | +€96K | June | Management |
| 2. Renegotiate maintenance, insurance and telecoms | +€40K | September | CFO |
| 3. Formal follow-up of funders (€160K overdue) | Cash | April | CFO |
| 4. Rolling 13-week cash forecast, reviewed every Monday | Steering | March | CFO |
| 5. Answer two calls for projects aligned with the activity | +€60K | October | Management |
| 6. Four-indicator dashboard at every board meeting | Governance | March | Board |
Trajectory
Forecast result: −€185K in 2026, −€40K in 2027, +€60K in 2028 if actions 1, 2 and 5 are delivered on time. Cash kept above the alert threshold with action 3.
In a real diagnostic
What you receive
- This three-page summary, presented to management and the board.
- The full report: three-year analysis, assumptions, appendices.
- The 13-week cash tool, set up with your data.
- A working session to decide on the actions and their timing.
A free 30-minute first call, no commitment.
You explain your situation, we identify the priorities, and you leave with a first reading of your numbers. Written quote within 48 hours.