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The de nition of prospective nancial statements does not specify the length of the future period For a presentation to be prospective, however, some of the period covered must be in the future even though a part of the period may have expired Thus, a calendar 20X1 presentation done on December 30, 20X1, would still, in theory, be a prospective presentation since there would still be an unexpired day in the period Determining the period to be covered by prospective nancial statements is discussed in more detail in Subsection 403(c)(ii) There are two kinds of prospective nancial statements: nancial forecasts and nancial projections In practice, though, prospective nancial statements are often given other names, such as budgets, business plans, and studies Although the terms forecast and projections are sometimes used interchangeably in popular usage, in the technical accounting literature, forecasts and projections differ in what they purport to represent Forecasts represent expectations, whereas projections are hypothetical analyses (i) Financial Forecasts Financial forecasts are de ned as prospective nancial statements that present, to the best of management s knowledge and belief, an entity s expected nancial position, results of operations, and cash ows based on management s assumptions re ecting conditions it expects to exist and the course of action it expects to take In some cases forecasts can be prepared by persons other than current management, such as a potential acquirer of the entity, but usually the person (or persons) who take responsibility for the assumptions is someone who expects to be in a position to in ence the entity s operations during the forecast period The AICPA Guide refers to the person who takes responsibility for the assumptions as the responsible party Despite the inherent uncertainty of future events and the softness of prospective data, a forecast cannot be prepared without a reasonably objective basis That is, suf ciently objective assumptions must be capable of being developed to present a forecast Without a reasonably objective basis, management has no grounds for any expectations; all it would have is guesses The determination of whether a reasonably objective basis for a forecast exists is primarily an exercise in judgment The key question is whether assumptions, based on the entity s plans, made by persons who are informed about the industry in which the entity operates would generally fall within a relatively narrow range If so, there may be a reasonably objective basis for the forecast On the other hand, if there is so much uncertainty regarding signi cant assumptions that consensus would be unlikely to be reached, there may not be a reasonably objective basis, precluding preparation of a forecast (although a projection could be developed) For example, there would be no reasonably objective basis to forecast the winnings of a thoroughbred being reared to race If prospective nancial data are necessary, but no reasonably objective basis exists to present a forecast, management might hypothesize the assumption that is not subject to reasonable estimation and call the presentation a projection or quantify only those assumptions that have a reasonably objective basis and prepare a partial presentation However, both of these alternatives are limited in their usefulness [see Subsections 402(a) (d) for a further discussion] Exhibit 401 presents factors to consider in determining whether there is a reasonably objective basis to present a forecast Occasionally, an entity may need to present a forecast but cannot do so because of an uncertainty about the actions the users of the forecast may take For example, an assumption may relate to passage of a referendum when the forecast is to be used by voters deciding on the referendum In those cases, despite the high level of uncertainty, management may select one of the four alternatives as its assumption and then call the presentation a forecast if: 1 2 3 4 The assumption is subject to only two possible outcomes (an either/or situation) The outcome of that assumption is dependent on the actions of the users of the presentation The alternative selected is not unreasonable on its face The presentation discloses that the forecast represents management s expectations only if the prospective action of users takes place.

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escape sequence for binary data the encoder will use . Dim bc As New TECIT.TBarCode. Barcode() bc.BarcodeType . height = 35 ' convert size to [Pixels] width = width .Related: 

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sequence for binary data the encoder will use . const pBarCode:t_BarCode; // IN : Ptr To Barcode-Definition lf . lfHeight := 24; {char height in pixels } lf.lfWidth .Related: 

the Company s expected nancial position, results of . Quick Response Code In C# Using Barcode generation for .NET .The form and placement of assumptions is exible and can be based on management s judgment in the circumstances The guiding principle is that the disclosure is understandable by the persons expected to use the statements Disclosure of the basis or rationale underlying the assumptions assists users in understanding and making decisions based on prospective nancial statements Such disclosure is recommended, but not required, by the AICPA Guide The following xamples show the form of disclosure of signi cant assumptions that might be appropriate in various circumstances:.Related: 

Encode Data using the Online Encoder; Using the Barcode . to use the IDAutomation ASP.NET Barcode Server Control . Determine the size in pixels of the generated image .Related: 

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sequence for binary data the encoder will use . const pBarCode:t_BarCode; // IN : Ptr To Barcode-Definition lf . lfHeight := 24; {char height in pixels } lf.lfWidth .Related: 

user to fill a form with product information like name . and the product code as a Code 128 linear barcode. . Visual Web Developer (2008 or 2010) and create a new .Related: 

escape sequence for binary data the encoder will use . Dim bc As New TECIT.TBarCode. Barcode() bc.BarcodeType . height = 35 ' convert size to [Pixels] width = width .Related: 

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you use in RBarcode will be pixels, because 1 . image.getGraphics(); MYBARCODE.paint( imgGraphics); // paint barcode GifEncoder encoder = new GifEncoder .Related: 

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No 124, Accounting for Certain Investments Held by Not-for-Pro t Organizations, 1995 FASB Interpretation No 42, Accounting for Transfers of Assets in Which a Not-for-Pro t Organization Is Granted Variance Power, 1996 Gross, Larkin, Bruttomesso, and McNally, Financial and Accounting Guide for Not-for-Pro t Organizations, Fifth ed New York, John Wiley & Sons, 1995 Holder, W W, The Not-for-Pro t Organization Reporting Entity, Philanthropy Monthly Press, New Milford, CT, 1986 Hopkins, B R, A Legal Guide to Starting and Managing A Nonpro t Organization, Second ed New York, John Wiley & Sons, 1993 , The Law of Fund-Raising, 2nd ed New York, John Wiley & Sons, 1995 , The Law of Tax-Exempt Organizations, 7th ed New York, John Wiley & Sons, 1998 Hummel, J, Starting and Running a Nonpro t Organization, Minneapolis: University of Minnesota Press, 1980 Larkin, R F, Accounting, 31 of The Nonpro t Management Handbook Operating Policies and Procedures New York, John Wiley & Sons, 1993; and 1994 Supplement , Accounting Issues Relating to Fundraising, 2 of Financial Practices for Effective Fundraising San Francisco, Jossey-Bass, Inc, 1994 National Association of College and University Business Of cers, Financial Accounting and Reporting Manual for Higher Education Washington, DC, 1990 National Association of Independent Schools, Business Management for Independent Schools, Third ed, Boston: Author, 1987 National Health Council, National Assembly for Social Policy and Development, Inc, and United Way of America, Standards of Accounting and Financial Reporting for Voluntary Health and Welfare Organizations, Third ed, NHC, NASPD, and UWA, New York, 1988 , Effective Internal Accounting Control for Nonpro t Organizations New York, 1988 , The Audit Committee, the Board of Trustees of Not-for-Pro t Organizations and the Independent Accountant New York, 1992 , Not-for-Pro t Organizations Implementation Guide for SFAS Statements 116 and 117 New York, 1993 United States General Accounting Of ce, Government Auditing Standards GAO, Washington, DC, 1994 Revision United States Of ce of Management and Budget Circulars, OMB, Washington: No A-21, Cost Principles for Educational Institutions, 1996 No A-110, Uniform Administrative Requirements for Grants and Agreements with Institutions of Higher Education, Hospitals, and Other Nonpro t Organizations, 1993 No A-122, Cost Principles for Nonpro t Organizations, 1980 (In process of revision) No A-133, Audits of States, Local Governments, and Non-pro t Organizations, 1997 United Way of America, Budgeting: A Guide for United Ways and Not-for-Pro t Human Service Organizations Alexandria, VA, 1975 Accounting and Financial Reporting: A Guide for United ays and Not-For Pro t Human Service Organizations, Second ed Alexandria, VA, 1989.

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