Which cash figure belongs in Monday’s review?
Two reports show two different cash amounts
Imagine Monday's review starts with a ledger report and a banking screen that do not agree. One person uses the higher figure to support a supplier promise; another says several transactions have not yet been reconciled.
Establish the basis of the number before making the decision. A difference between reports needs an explanation, not a choice of whichever figure makes the week look easier.
Check the date and account coverage
Confirm when each report was produced and which business accounts it includes. Identify transactions that occurred after one report's cut-off. Keep different entities separate unless the report's purpose and treatment are explicitly explained.
Record the amount actually available for the planned payments, including any relevant restrictions. Do not substitute expected customer receipts or an unapproved facility for cash already accessible.
Find the reconciliation differences
Ask the responsible person to identify outstanding bank matches, entries awaiting correction and transfers between included accounts. Keep the underlying transaction references so a difference can be followed rather than hidden in a balancing entry.
business.gov.au's cash-flow method starts with an opening bank balance. The weekly review needs a supported starting figure before it adds expected receipts and future payments.
Avoid solving uncertainty with a silent adjustment
If a difference cannot be explained immediately, label it and assign the check. Do not remove a commitment or add an assumed receipt to force the reports to agree.
Seek accounting help where the entries or account treatment are unclear. The management meeting should distinguish a temporary reporting gap from a genuine shortage; each needs a different response.
State the figure and its qualification together
Use a short note showing the reporting time, included accounts and unresolved differences. Explain whether the cash figure is reconciled or still subject to a particular check.
Bring material changes to the people making commitments during the week. A corrected number is of little use if the site team continues placing orders on the basis of the earlier estimate.
Use the same basis next Monday
Keep the previous review's figure and explanation so changes can be compared consistently. Update the forecast with actual movements and identify the decisions affected by a lower available balance.
If the checked cash position reveals that the business may not meet its debts, seek prompt advice. CRP can discuss the pressure using the verified account information. Start with the number you can explain, not the most reassuring figure on a dashboard.