Streamline Your Processes with a Trade Invoice Template for NPOs

Trade invoice template for NPOs

good morning everyone welcome and thank you for joining us today my name is Eric I'm the account manager at connecting up in Texas New Zealand and we're part of the info exchange group a not-for-profit social Enterprise that tackles the biggest Social Challenges by the creative use of technology for those of you that haven't attended a webinar session with us before connecting up in Texas New Zealand to facilitate a training calendar of online webinars workshops boot camps and webcons to help the social sector upskill in all digital areas and you can check out more on the training section on our websites today I'm really excited to welcome you to join today's webinar which is kpis and metrics for not-for-profits which is being presented by Mick Devine the CEO of council Australia Mick is a CPA and he's been involved in accounting systems for not-for-profits since before the implementation of GST in Australia and has spent most of the past 20 years designing and developing tools to take time out of the budgeting and Reporting process his award-winning calcs application is also available through connecting up in Texas New Zealand and again you can check that out on the website now before we again just a little bit of housekeeping for myself all the lines are going to be muted today so if you've got any technical issues just type that into the questions box and I'll do my best to assist you throughout the webinar as that's running if you've got any questions during the session we'll be doing a q a section at the end of the webinar so don't hesitate don't be shy there's no silly questions if you've got any questions for Mick go ahead type that into the questions box I'll see those as they come through and again we'll run through those at the end of the webinar for you we do really encourage you to ask questions we love it when these sessions are interactive so again don't be shy ask away now a little bit different on this webinar is you may notice on your go to webinar panel that there's a handout for you which is kpis for nfps which is a PDF sample document you can go ahead and download that through the handout section but if for whatever reason you don't get to that that's okay I will be sending out a copy when I send out a copy of the recording in the slides for you tomorrow so again you can check out the handout section you should be able to download that that little workbook but if you can't get to it now don't fuss I'll send it out later now if you're on a Wi-Fi connection and you've got multiple programs open that can sometimes affect the quality of the audio and video um so go ahead and close those down if you can we just want you to have the best experience that you can today as I made mention for uh this webinar is being recorded um so we will be sending out a copy of the recording in the slides don't fuss if you want to go back and check anything later you will be able to I should be sending that out either tomorrow morning or on Monday morning so keep your eyes appealed for that finally there's going to be a little bit of a short survey at the end of the webinar we'd love it if you could share some feedback with us so yeah if you can take a minute of your time at the end to do that that'd be awesome otherwise that is it from me for now so I'll hand it over to Mick thanks thanks Eric and good morning everybody or good afternoon for those of you in New Zealand and who knows what time of the day those of you watching the recording so welcome what we're going to do today is talk a little bit about kpis why we do them and and then some examples um I talk a little bit about spreadsheets and doing kpis in spreadsheet um most of my examples I do using the calculator app but that's that's just because that's a convenient way of doing it you know the the these are all you know relatively simple kpis that you could produce in a spreadsheet it's not rocket science and I think the whole point of kpis is about giving you shortcuts to information it's it's trying to give you some simple numbers so that you don't have to Wade through lots of detail to see whether things are working or not working it's and and sometimes it's the relationship between things that are important you know sometimes you want to know you know what's my income like what's my expenses like how's my net profit Surplus going how much money have I got in the bank um but other times it's it is about those relationships you know how much are my wages compared to my income and that enables me to measure my performance against previous periods when my income may have been different you know because if my income's a hundred thousand last year and my wages were seventy thousand this year my income's two hundred thousand my wages are a hundred thousand is that a good or bad figure for wages um without those comparisons you don't know so you know wages have gone up but the revenue has gone up further so as a proportion of of what we're receiving we're getting more value out of what we're spending on wages so so sometimes those comparison ratios are what can really make a difference in understanding the changes that are happening in a business and and I guess that comes to the next point of kpis is that they don't they don't necessarily make sense on their own and if I you know if we stick to that wages to revenue example for a moment if I come along to an organization that I've never met before and I say to the finance manager what's your what are your wages as a percentage of Revenue and she says to me 75 percent on its own I have no idea what that's good or bad I have no idea whether it's better or worse than anything else but if I know that another organization down the road that is in a similar field to this one has a wages to revenue kpi of 70 percent I'll I might be able to have a discussion with her and say yours is higher than the person down the road you know is that because you're doing something different you know is it because you're doing providing better service or your being more efficient with your other resources so you've got more resources to spend on on wages and then the other thing is was it 75 last month last year last last week and often I find with kpis it's those Trends over time that tell you whether things are good or bad rather than the raw numbers so I think one is a benchmark against your peers other organization in similar circumstances to you um are you doing things better or worse than they are and you know with with these kpis it's never always just what's good what's bad it's it's not necessarily a black and white it's it's why is our ratio higher than everybody else and because we do things differently we provide a more personalized service and that's a really important part of our goal therefore we expect to have a higher wages to revenue ratio than everybody else because they're um focused on providing the the leanest um most efficient delivery of service whereas we maybe are providing something that we think is a better quality service to the to our clients therefore we accept that part of the cost of that is having a higher wages to revenue ratio so I so my my first my first words of advisor to be cautious in interpreting kpis and and be cautious about thinking of them as something black and white and and rigid sometimes there are external benchmarks that may be useful to you you know knowing what everybody else is in the industry is doing can help you work towards doing things better doing things more efficiently um questioning how you're doing things why you're doing things and and that can help in ways that just looking at a standard income expenses or or even a balance sheet can do you know so those are the reasons why we look at kpis and in terms of board reporting debts and management reporting they can be a very concise way of presenting a message and because they're often a single figure or a pair of figures they're easily transposed onto a chart which means you can provide visual information which is great for non-accountants you know I I have been a CPA for 30 something years um I know it's more than 30 because they gave me a watch last year but um you know so the accountants amongst us we can look at a balance sheet we can look at a profit and loss report and learn something from what's happening there but if you've got board members who don't have that experience don't have that education having a page full of numbers isn't always so easy so kpis are a really good way to present financial information in ways that are understandable to non-accountants they're not necessarily the whole of your report you know there are times when those numbers are important but they're they're a great addition to any Senior Management or board reports and you know even in my organization here when we do our monthly management meeting a big part of it is looking at kpi reports and ours would be slightly different to most of yours but but that but that again I think is one of the strengths of kpis it's It's choosing the ones that are relevant to your organization and and the kpis that are most important to you will vary over time the you know it's it's about what are the most important problems that you're trying to resolve at the moment and kpis give you a way of highlighting that it might be that you know your your cash reserves are low and you've the bankers sorry the the board has set a strategic objective to increase cash reserves over the next five years or two years or whatever and therefore measuring those cash reserves either as a raw number or as the number of days that you could last on those Reserves is something that's important to measure there'll be you know at the end of that two-year five-year period when this ample Reserves you might not need to look at that every month and there'll be other issues that are more important and other things you want to improve so it's about what are the key bits of information that you're working on the and and very much I would build this into I I guess there's a there's a strategic element to kpis especially at the senior management the board level and there are they're a good way of communicating those kpis and that strategy to other areas of of the business as well you know if if the kpi is to um be more efficient with our with our team and we're measuring that as you know Revenue as a sorry wages as a percentage of Revenue that is something that every team every program every Department can monitor and contribute towards and and and show their efficiency and their contribution to the efficiency of the overall organization so there are different uses for kpis at different times in your organization's life cycle so I I'm going to show you some examples of a few different types of kpis today and I've divided them up into Financial so the ones that are to do with the financial performance of the organization some operational ones how efficiently are we doing things how well are we doing things cash flow because that's particularly important to board members I'll talk a little bit about spreadsheets and just a few General tips on spreadsheets and how I would set up as a a spreadsheet for producing kpis and then most of my examples just because it's was easier for me to put them together and I'm efficient I'm not lazy um I've done I've done them in calc so um but as I said the you don't need you don't need a fancy app to do these kpis that's that's not the purpose it's just a way of giving you examples so so you know kpis can give you that strategic planning stuff and help you measure your objectives does the the governance the compliance aspect you know are we doing the things we said we do are we achieving what we said we achieve and then accountability and that becomes especially at the sort of departmental Team level you've delegated some responsibility to somebody a kpi is a good way of measuring that I mean again word of caution there yeah the the danger with kpis for accountability is that you steer people towards just achieving that kpi regardless of the side effects of that you know if you had a kpi that was you know we're going to reduce our wages to revenue percentage from 75 to 70 . somebody Focus solely on that could a damage your relationship with your employees by cutting their hours um not giving the the salaries that they need so you potentially build up problems there or cut services to clients so the clients don't get the services that they should and the standards they should because that kpi doesn't say anything about those standards it doesn't say anything about how we treat our teams so as I said you have to treat kpis carefully they can motivate people in the wrong way if they're applied to rigidly and you know if I have that kpi for my department that says we want to reduce the wages to revenue from 75 to 70 percent then it needs to be within the context of keeping the team happy so they'll stay for a long time it means in the context of maintaining the same level of service to customers so then the way to achieve it is to help more customers with the same team to be more efficient in providing that high level of service to our customers and and to reduce their costs in ways that doesn't impact the customer and in ways that doesn't impact the morale of the team around so it's not just numbers and that's that's all yeah that's that's what I want to say there and then on the on the funding side of things lots of funders Grant providers um even on the you know those of you funded by donations donors often want to understand some of the kpis of an organization you know one that raises its head in public from time to time is you know the percentage of funds that are spent on admin as though you know you could run an organization without admin expenses but sometimes you need to provide that information to people so for transparency purposes you might provide explanations with it but you'd still need to do it quick discussion on spreadsheets because I know apparently many people use spreadsheets for their financial reporting um and pretty much every accounting system I've ever come across has a method of exporting data to excel whether you're using myob or xero or netsuite or sap you know they all export data to Excel and if your budgets are in Excel you then need some sort of vlookup system or something to match the the budgets against the exports so I'm not going to go into the detail of that but what I what I Woods say is that there's some you know I've I used to think I was very clever with spreadsheets and back in my younger days I did I did many things with spreadsheets and what I discovered was that when I passed them on to somebody else no matter how clever I thought I was creating this spreadsheet they inevitably ended up scrapping it and creating their own because they couldn't follow mine and I don't use spreadsheets anywhere near as much these days but but I did learn over time that you know there are rules and the the the main rules I think with spreadsheets are about separating things you know I I put a cover page on all my spreadsheets where I have a title I put when I created it when I last modified it and I update the version number every time I modify it and on some of them I'll put some notes on that sheet of what I've modified each time so that I can come back later and I know what I've changed um this one's a simple example I've just got two pages but especially if I had six eight ten pages I would always have a Content page with a link to each of the other pages and you can create those links to just jump to another tab in in Excel and then my raw data page I would um keep separate from the outcomes and I would if there's regular comparison formulas here that should never change or or intermediate formulas I might put them on this page but then here is the output which is going to look up whatever is on that assumptions page and and this is where this is where I would print my output and yes you can make it look pretty and all that sort of thing but I think it's the key thing with spreadsheets whether it's kpis or anything else is separate that information and so let's put that to a side for a moment and let's go and look at some kpis so some of the operational ones and you know these will depend on what sort of organization you are and the first couple I've got here are membership related so how many members do we have the the churning members so how many do we lose so which is a good way of so the first one the number of members tells you how good you are at attracting members the membership churn which is the number you've lost compared to the number you had tells you how well you're keeping them are you looking after them do people want to stay with your Club whatever it is um so those are things to look at and then the other operational ones there which are more General a couple that I've mentioned earlier wages compared to income admin compared to income and if I look at if I just quickly show you if I've got let me bring my other screen over just to show you with with membership at at some point you need to record how many members you've got and if I change my layout there no sorry wrong one um I want metrics so so memberships obviously not something that's coming out of the accounting system it's non-financial information and what I'm doing here is I've got I've got a metric here for current members where we have a budget for the number of members that we expect to have at the end of each month and then each month I update that with the actuals yeah so that we record how many members we've got and then we do a chart comparing actors against budget and then we also do lost members you know so how many members have we lost each month how many resigned didn't renew their subscriptions that sort of thing so then in my kpis I can do members so if I look at my current members kpi so in this case it's it's a simple kpi it's just picking up the total number of current members and and just to show how I create that in calc so I just go cut just start typing current members and then I get that and the churn is lost members divided by current members so on the sample PDF that I've attached there is um I I've put all the formulas that I've used in my examples if I just find my and I might just show you those examples as we go through if I can get this on the right screen for you so in this case I've just done a simple chart and I think this is one of the good things about kpis I've just done a simple chart comparing actors against budget and I was going to say for the last 12 months I've actually done the last 13 months so so in this case I'm looking at October and I'm comparing it to October last year and all the trends in between and obviously our membership goes up and down in this organization and the churn we have a budget of two percent and we started off with fairly High churn we've done some work with our members to try and keep them we did very well in getting closer and closer to the budget um Last Summer things went astray in April May June improved again in July and steadying out somewhere fairly close to the budget now so you see that tells a story and you don't need to be a rocket scientist to understand it I can look at that as a board member as a department manager as a um anybody and say yep we've started off not doing terribly well compared to our budget we have improved we've had a couple of blips um but now we're steadying things and we're much closer to the budget so those are the things that I think make kpis useful it's about telling that story communicating to people and similarly if we just look at my admin to revenue if I look at how I've created that kpi I've just got admin divided by total income plus total other income and they're just groups of accounts and you'll see here admin I've just said that includes these specific so this is my expenses out of my accounting system and I've said these ones here are the ones that I count as admin costs so that's what I want to use and similarly for wages you know in this case I'm tick I'm including annual leave and recruitment expense and that sort of thing and if I just bring that one across again I can do a report and in this case I've done it by department so we can see each department and you know so admin to revenue I've got a couple around 11 percent overheads it's 89 which maybe makes sense because my overhead department is almost wholly concerned with admin and it also probably doesn't get a lot of external Revenue um and then my other departments some are spending five percent nine one thirteen but I can see you know that variability as a manager will maybe allow me to ask questions about you know why is this department got high admin expenses why is the other one different and it's about understanding that and you know the there's quite possibly good reasons for that you know it's maybe because you know this one has a lot of funding that doesn't need much Administration um is performing programs that don't don't need much Administration but maybe this one here requires a bit more admin and support staff in order to make the operational people effective so it's it's not just saying you know this one's good this one's bad it's about understanding what's happening in your organization and the nature of the teams that you're working with and similarly with wages as a percentage of turnover there may be some parts of your organization you know if I was if I had a a fundraising um for example you know a fundraising Department maybe 36 percent of of ravenue is good in that case because they're you know for every person that I've got working there they're bringing in three times as much revenue as what they're costing the organization which means we've then got funds for other areas whereas the service delivery teams May well be at 75 percent of wages compared to revenue so I think the thing to avoid is labeling one kpi as good or bad it's about understanding using them to understand the nature of the different departments in your organization and and what's good or bad for them you know this 75 percent I'm I'm saying that you know in a service delivery Department may make perfect sense um but if it was 60 last month and the month before I would be asking why is 75 now on the other hand your fundraising Department you know if it's 36 now and then I go and hire another marketing person in that team it may jump up to 50 percent for a few months until they find their feet and become effective and start raising funds in which case it then drops down to 36 again and and it's about monitoring that over time and understanding why things are changing why it's varying and using that information to manage the business better you know that example of you know I hire another marketing person and it goes to 50 if it's still at 50 in 12 months time I would be questioning what the value of adding that person in was you know are they are they not effective um you know and and at what point do we expect that ratio to drop down you know we hire a new person we know the ratio goes up at what point do we expect them to be delivering new funds getting new donors and therefore reducing the ratio it's about helping you to manage that sort of decision making so if we just have a look at some more examples so some of the financial side of things is some some of it's you know fairly standard accounting stuff you know average data days you know there'll be some of you I'm sure who've worked for organizations that never sends out an invoice at all um there'll be others you know because your Grant funded or you know you send an invoice to the government Department twice a year to get your Grant and they pay it straight away there'll be others of you especially in some of the Consumer Directed care you know aged care ndis where you'll either be invoicing um a central Authority like ndia or you may be providing some Services direct to clients and participants where you invoice them Direct how well are you collecting that money you know it's it's not something that some not-for-profit organizations have had a habit of doing it something they've need to learn to do over the last few years so so that's one area um self-created self-generated funds one of the um you know I know I know one of the big movements of over the last few years has been for not-for-profit organizations to try and become less dependent on direct government funding on grant funding because it is at the whim of changing Fashions you know you might get your grant funding for three years but then you don't know if it's going to get renewed you don't know if there's going to be a change of government your particular area isn't so important to the new people coming in they cut your funding or you lose the funding altogether so grant funding is insecure in that sense it can be secure in the short term of you know that two to three year funding program but some funds are only one year or six months even so a lot of organizations have looked to other sources either through donations through philanthropy through um can they provide other services like you know the the Direct Services that they might be providing to their ndis clients can they provide those that are at a professional fee rate to other people and and that sort of thing so if that's a goal of your organization then measuring the performance of those funds as a percentage of total funds is important unit costs is is about understanding the costs of the services that you provide and again if you're in that sort of aged care disability care sector where you are providing services and especially something like the ndis where there are either fixed prices or ceilings on prices if there's a a price that you can sell that service for you need to understand what the cost of that service is so you need to look at the total cost that you've spent divided by the number of services you provided to find the cost of each one so that you know that either your cost is below the price that you're recovering or if it's not then you have some plan for cross-subsidization from elsewhere in the organization but if you don't understand that cost per unit and the the loss of profit you're making per unit you won't be able to make those decisions and and manage those funds well and then net equity how much money does this entity actually have you know what assets do you have what liabilities do you have because that will tell you a story about the long-term sustainability of your organization so if we just look at couple of examples of those and so this is the the data days one so it's the average time it takes my customers to pay me and I had a so last year on average it was 18 19 and 18 days and it crept up slowly to 20 and then it stayed at 20 for a long time but the last few days last few months it's started to creep up at a much quicker rate if I was a board member looking at this report I would be saying what's happening in our finance department why are we not collecting our outstanding invoices is this something that's changed in our systems in our personnel or is it the result of something external in the economy where our customers are struggling for cash they're struggling to pay us do we need to look at payment arrangements for them do we need to look at different systems I don't know what the answers are but seeing this would prompt questions yeah so and and that is ultimately what will help change things in in the organization um similarly the self-generated funds I mean I've got some dodgy numbers here that are going up and down but you know we start off um with our budget under 10 we decided it should go up to 25 and then we expect to dip in July because maybe donations are historically low in July but then we want to get up around 30 or so from there on and then have we compared to that it looks like we did pretty well in the first few months pretty much on budget for a while after that July turned out to be absolutely zero rather than just a drop and then we've recovered better than that mostly so again it's about presenting that information showing what's happening and I will show you the formulas for that in a minute and bed night costs so this is a unit cost example um organization providing accommodation to people and so a bed night in this Con context is one person in one bed we count up how many of them we have over the month divide our total costs by the number of beds occupied and that tells us the average cost per bid and and maybe there is some benchmark that is what the ndia will pay us maybe it's a benchmark that's the average of all the other organizations in this area and but by comparing yourself to this benchmark you can look at that and say okay we've had problems we started improving things but things have gone off track again since so it's it's about monitoring that managing that information if I just show you where oops sorry I just bring the right screen across for you so with that Benchmark information if we look at that one first um so my my kpi for that is so I have one kpi for the Benchmark costs and I've just got a metric that's just looking up that amount and then the costs are my total accommodation costs divided by my occupied bed nights and excuse me so the accommodation costs has come from my accounting system so in my account groups here I've just defined accommodation costs as being these particular costs and maybe I'm just running this for one department where I'm looking at all the costs for that department depends on how your accounts are set up and then again I would have some non-financial metrics where I'm just recording The Benchmark costs in this case I've just got fifty dollars as the amount each month and and then I put my occupancy figures there of how many how many beds are occupied each each each night each month um depending on how you're measuring this and then you can calculate the average the data days if I go back to my reports and kpis so something like data days is my trade debtors balance divided by my average income that gets invoiced times 365. so as I said these are in the handout so you'll see them there and when you create them in something like calcsor or spreadsheet is the same same same result yeah you know my self-generated funds I've just got an account group that says these are the self-generated funds as a percentage of my total income it's it's not rocket science yeah um and so my self-generated funds I've just you know are things like donations and sale of goods sponsorship ticket sales those sort of things so um if I go back and we'll just move on to some of the cash flow kpis because cash flows obviously a big issue for many organizations and the simplest of kpis for cash flow is what's your bank balance and it's not always the most useful but certainly watching Trends in that over time is important cash reserves in days is how much of your bank if if your Revenue dried up today how long would your cash reserves last year and before the pandemic this used to be a fairly theoretical question which we would suggest to people because mainly thinking that if you know you've got 90 days cash in reserve if things dry up completely we don't actually expect something to dry up completely but if you just lost some funding you know if you lost half your funding suddenly then you can probably last for 180 days which gives you time to find other funding whereas we all know that a couple of years ago with the Advent of the pandemic some organizations did lose their funding very suddenly especially in the sports sector art sector there was no income full stop and so having those cash reserves can make a difference between survival or not um working capital is looking at your average debtors your your current liabilities compared to your current assets and creditor days how quickly are we paying our suppliers so if we just have a quick look at some of those and see what sort of stories they can tell um so cash balance in this case I'm just looking at my bank balance for the last 12 months compared to the previous year and you know maybe it is seasonal in some organizations there are times when you've got very little money in the bank times when you've got lots you know especially if you're Grant funded and your grants come in every three months or six months that may make a difference sports team you might get all your memberships at the beginning of season and then nothing for the rest of the year so just looking at the trends in that bank balance can be useful and cash Reserves in this case this organization started off five years ago with you know 200 days and they've managed to increase that gradually to 500 days which is you know a year and a bit which is most people would say is more than adequate but then we never know what happens with the pandemic and working capital is your total assets compared to your total live sorry your current assets compared to your current liabilities and having a number under one is generally considered a risk of insolvency so it's about making sure that those short-term loans that you might have credit cards those you know payroll liabilities those sort of things are more than covered by your bank balance and your debt is those sort of things and then creditor days how how quickly are we paying our suppliers now this organization is pretty slow at paying its suppliers generally but I think the the main thing that I would get from this chart is that it's started to blow out in the most recent months so it's again it would cause me concern as a board member if I saw that I would say what's changed why aren't we able to pay our suppliers and I think that comes back to with these kpis it is a matter of what does it tell you as as the viewer of these so as I said the formulas that I've used are all in the PDF attachment I'm aware that we're getting close to time so I better give you five minutes for questions Eric does anybody have any questions get mixed so if anyone's got any now's a good time to type them into the questions box to let us know that either means that that was all clear and simple or I've totally confused them all one or the other yeah hahaha I think we've got someone here on standby that's all right thanks Glenn um well I wait for people to keep typing if they've got any last minute questions I guess I'll just reiterate a couple of the points that we made at the start of the webinar uh Mick I know you've just made reference to that samples handout if anyone hasn't managed to get that at this stage don't worry I'll be emailing it out to you again this webinar was being recorded so you're going to get a copy of the slide deck and the recording and another copy of that handbook um so yeah if you haven't seen it all yet don't worry um yeah you'll get a copy of that that ought to be going out tomorrow morning or Monday morning so keep an eye out for an email from myself on that one here we go Glenn got a question thanks mate so Glenn has just got calc so it sounds like during the webinar and he's asked how can he connect that to zero when it comes through um okay it's got nothing to do kpis but that's right um if when you sign up to calca if I if I just go to the if I've got a website page here somewhere if if you're on the calculus website and and for example you start with the free trial it will step you through connecting to xero or myb or QuickBooks or whatever you're using so first thing it'll ask you to do is just register your name and password um and then it will ask you to it'll just ask you to sign in with your zero credentials choose which organization you're connecting it'll pull the data through and then ask you some basic questions about the when you pay GST and that sort of thing and then you'll be ready to go um if you get stuck along the way um little messenger app down the bottom here you can send a message and tell the team you're stuck and they'll look after you that's that's the way it should work anyway Glenn so let me know if it doesn't excellent thanks Mick all right got a couple questions here um so Rowan has asked we have 20 plus business units that need kpis applied to each one as each unit represents a separate funding stream and P L any input on how to do this efficiently um yes is my so in in kelsa so so I was showing just one business unit here which is my support local and I've got my my non-financial metrics there but I've got the same thing for my for my budgets and I can do those metrics by any of my business units so so under overheads here I can you know I haven't got so many different metrics under overheads but I can just choose the ones that I want to use there and then when I'm reporting if I if I do I mean if I do something like that kpi comparison report where is it I don't want the line chart this one for example I can say I want to do this for all my active projects and choose my different kpis so I can do my you know wages to turn over um I've got no idea what else I've got here I know I've got the admin to revenue that we looked at earlier so I can choose my different kpis I can sort them in you know by the highest wages to turn over and and then have them all one after the other showing so so in this case I'm showing my different business units and each of those kpis so there's different in calc so there's different ways of showing them and and I I think this is where something like calcium makes it a lot easier than doing it in a spreadsheet because in a spreadsheet you've got all that stuff disconnected whereas in something like calci you've got one kPa one kpi formula you've got a set of reports and then each time you want to report you just choose I want this kpi or I want this business unit or this group of business units and that sort of thing so um happy to um engage in a conversation offline about more detail on that if you want to um I think somewhere on my slide my email address should be there somewhere somewhere no it's not okay um it's Mick calcer.com um Eric Eric knows where to find me but you'll also find me through the uh calcsa website thanks Mick and that's right yeah if anyone has got any questions offline and you can't find Mick just send us an email as well and we can look you two up as well so don't worry about that and Glenn thanks for your question and I can see your follow-up saying to say you've just seen the answer so thanks for that um I think that about wraps it up mick was there anything else that you wanted to say here at the end oh just thanks everybody for um coming along I hope you've got something useful out of it feedback's always welcome on these things and you know we'll do them different next time so thank you everybody enjoy the rest of your day brilliant thanks Mick well again like I said everyone this webinar is being recorded so keep an eye out for an email if you've got any questions offline touch base with us we'll get in touch with Mick otherwise I'll reiterate what he said as well which is thanks for coming along thanks as well Mick for presenting and uh yeah enjoy the rest of your day everybody we'll catch you at the next webinar have a good one bye bye