In April 1999, Will Rogers and Bob McIntyre, president and chief financial officer of the Trust of Public Land (TPL), a nonprofit organization that purchased private land to transfer to public use, met to discuss the latest report of internal auditors. How they can analyze the best results explain board TPL, why the results may not appear as good as they really are? Total net assets increased from $ 93 million to $ 147 million, a 58% increase from 1998 to 1999. However, for the second consecutive year, TPL showed annual deficit in cash flow from operations of approximately $ 11 million. As TPL continued building work to protect more land, Rogers and McIntyre now have to ask whether there might be pressure to put a temporary no-growth policy for land acquisition. But if they did, they would not be able to protect certain key parts of the property and may discourage donors, who were impressed by an aggressive program of TPL's land acquisitions? And it was really necessary? In addition, TPL can revitalize existing revenue streams and quickly bring the cash flow from operating activities in the balance, as in previous years? "Hide
by Christopher Canellos, Gregory J. Scott Source: Stanford Graduate School of Business 25 pages. Publication Date: May 14, 2003. Prod. #: SI15-PDF-ENG
Related Case Solutions & Analyses:
Embracing Realism and Recognizing Choice in IT Offshoring Initiatives
Scrap It
Aravind Eye Health Care Operations
Digital innovation strategy: A framework for diagnosing and improving digital product and service innovatio
The Internet of Things (IoT): Shaping the Future of e-Commerce
Nucor In 2014
Easy Profit: A Revenue Management Pilot
The Nation Media Group (B): Launching the Business Daily
Even a Clown Can Do It: Cirque du Soleil Recreates Live Entertainment (B) (Japanese) Japanese
Five Personal Perspectives on the Diabetes Crisis in the Gulf States of the Middle East
