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Not-for-profits, clubs and member organisations

Industry association financial model, built free.

A three-statement Excel model for a professional body or industry association, built from your own figures and checked to balance.

  • Free account
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  • Usually ready within the hour

We use generative AI in parts of our process, so mistakes can occur. Every model should be checked by a person before it is relied on. Read more

The business

A member-based body earning subscriptions, education and certification fees, conferences and sponsorship — and, for industry-owned research and marketing bodies, statutory levies with government matching — and spending on member services, standards, advocacy and research.

See the sampleHow the model works

In short

  • 01

    Three linked statements

    Income statement, balance sheet and cash flow, linked in every period.

  • 02

    Valued two ways

    Discounted cash flow and trading multiples, side by side.

  • 03

    Monthly to annual

    Monthly, quarterly, half-yearly or annual periods, for up to 30 years.

  • 04

    Checked every period

    A Checks sheet shows the balance sheet balances and the cash reconciles.

The sample

The sample, as Excel draws it.

Built by the same system and checks as yours: its structure and its inputs, ready for your own figures.

Annual · 10 years · Low detail
Industry association sample model.xlsx
The How It Works sheet of the sample industry association model

The sample describes no real business. Yours is calibrated to your own figures, so its results are your business’s.

How it works

How the model works for an industry association.

  1. How it earns revenue3 formulas
    Memberships and subscriptions · All member segments
    Subscription and membership revenueSubscription revenueJoining fees
    Memberships and subscriptions · All member segments
    Closing subscriptions received in advanceClosing membersAnnual subscriptionAverage months of subscription unexpired at each period end
    Memberships and subscriptions · All member segments
    Closing membersOpening membersNew membersMembers lapsed
  2. What drives its costs3 formulas
    Program delivery costs · All programs
    Frontline staff costsSalaries at award ratesOn-costs
    Program delivery costs · All programs
    Program delivery costsFrontline staff costsBrokerage and client supportProgram operating costs
    Operating expenses · Across the business
    Total FTEsOperations and deliverySales and marketingTechnologyFinance, HR and administration
  3. What it invests in3 formulas
    Corporate fixed assets
    Capital expenditureRevenuefrom statementsCapex as % of revenueAdditional planned capex
    Corporate fixed assets
    DepreciationDepreciation of the opening asset baseDepreciation of new capex
    Corporate fixed assets
    Closing net book valueOpening net book valueCapital expenditureDepreciation
  4. How profit becomes cash3 formulas
    Working capital
    Trade receivablesRevenuefrom statementsDebtor daysDays in period
    Working capital
    InventoryDirect costs (positive)from statementsInventory daysDays in period
    Working capital
    Trade payablesCash operating costs (positive)from statementsCreditor daysDays in period
What it covers

13 parts, each one tested.

Every part is a tested building block with its own checks: yours is put together from the ones your business needs.

  • CPI forecastConsensus curve with long-run anchor
  • Operating expensesHeadcount build by function
  • Corporate costsFixed cost base indexed to CPI
  • Working capitalFull working capital
  • Corporate fixed assetsStraight-line over remaining life
  • Discounted cash flow valuationDCF on free cash flow to the firm
  • Multiples valuationEV / EBITDA multiple
  • LeasesLease register
  • Reserves policy and restricted fundsFund roll-forwardFund balances by class — restricted, endowment, designated and general (free) reserves — and whether free reserves meet the reserves policy target.
  • Memberships and subscriptionsRenewals, lapses and new membersMembers by class and the subscriptions, joining (entrance) fees and levies they pay — for clubs, associations, professional bodies and member-based charities — recognised over the membership year, with renewals billed in advance held as deferred revenue.
  • Grants and restricted fundingDeferred until deliveredGovernment and philanthropic grants funding a program — recognised under AASB 15 where the agreement is enforceable with sufficiently specific performance obligations (deferred until delivered), otherwise on receipt under AASB 1058 — with unspent funds refunded or rolled over on acquittal.
  • Program delivery costsCaseload × staffing ratio × award ratesDirect cost of delivering a program — frontline staff under the relevant award, client support and brokerage, program premises and travel.
  • Event revenue and direct costsCapacity × sell-through × ticket price
Key numbers

The numbers it tracks.

  1. 01members by grade
  2. 02member retention
  3. 03revenue per member
  4. 04education enrolments
  5. 05event margin
  6. 06levy income
  7. 07reserves in months
Used for

What it is used for.

Also used for
  • Scenarios and sensitivities
Related models

More in not-for-profits, clubs and member organisations.

Every not-for-profit and government model

Looking for an industry association financial model template? Ours arrives built for your business, with your figures in it.

See a finished model, sheet by sheet

The sample is built on illustrative figures and describes no real business. Models are calculations prepared from the information you provide. They are not financial advice and must be independently verified. See our terms.