Essential Financial Skills

Date: 12th May 2021 - 26th May 2021

Time: 09:30 - 11:30

Location:
Online via Zoom

CPD Hours: 6hours

This course will help break through financial jargon to interpret account statements and balance sheets. We will look to explain budget control and accurate forecasting, effective cost-management, how to understand company accounts and cash flow statements as well as how to make a business case for investment.

Breaking through financial jargon to interpret account statements and balance sheets can be daunting. This course will help break through financial jargon to interpret account statements and balance sheets. We will look to explain budget control and accurate forecasting, effective cost-management, how to understand company accounts and cash flow statements as well as how to make a business case for investment.

6 CPD hours made up from 3 sessions:
Session 1 - Wednesday 12 May 2021 at 9:30am - 11:30am or 3pm - 5pm 
Session 2 - Wednesday 19 May 2021 at 9:30am - 11:30am or 3pm - 5pm 
Session 3 - Wednesday 26 May 2021 at 9:30am - 11:30am or 3pm - 5pm

About the course

Essential finance skills is recommended for solicitors who have, or who are looking toward taking on, responsibility for the finances of their department, taking charge of a budget for their department, work closely on transactions with finance colleagues, or who want to understand more about their organisation’s financial strategy. Whether you have recently taken on budgetary responsibilities for the first time or wish to broaden you financial knowledge, our one day course will give you the tools required to operate confidently and competently when undertaking finance tasks. The course has a limited number of places and aims to encourage attendees in a safe environment to better understand the financial practices of law firms of all scale.

  • Understand the make up of the Profit & Loss & Balance Sheet
  • Appreciate why variances occur
  • Understand the relationship between WIP & Fees and Cash
  • Understand the importance of cash flow management
  • Recognise when cost constraints are essential

Reduced rate (Trainees, new members, accredited paralegals)

  • £245 + VAT
  • £195 + VAT (more than one place)

Member rate

  • £295 + VAT
  • £245 + VAT (more than one place)

Non-member rate

  • £345 + VAT
  • £295 + VAT (more than one place)

To book more than one place, enquire about bespoke and/ or in-house training please email CPD@lawscot.org.uk

Trainer

Scott was until his recent retirement, Relationship Director in the Royal Bank of Scotland Group. In that role, Scott looked after the Legal & Professional Services Customers of the Bank, working closely alongside firms with revenue streams ranging from £1m up to £50- £60m per annum.

He is now consulting with Scottish based Legal and Professional services businesses about their growth ambitions and day to day needs. Scott’s focus is to help firms spend their time where it matters most. With over 25 years banking and relationship management experience, Scott can attest that this is not always as simple as it sounds.

There are few people with Scott’s knowledge and understanding of the legal sector, and with his singular experience and knowledge of well run law firms. He is enthusiastic and personable and unfailingly makes a positive impact on new partners. In his free time he enjoys playing golf (not at the level he once did) and enjoy spending quality time with family and friends.

    • As a first principal let us get an understanding of the financial jargon . What phrases do you hear that you would like this course to clarify ? Why is jargon used? Do they use jargon when speaking to clients and colleagues in their own law practice?
    • How to interpret accounts, profit and loss statements and balance sheets
    • Use of a Case Study FIBS LLP
    • Identify what numbers in these accounts you would interrogate & discuss if this was your firm. ( Requires good audience participation to be effective)
    • Company Reports and Accounts What to do with them when you’ve got them! Why produce them who are they relevant for ?
    • Key accounting ratios . What red lights are going off . How much time do we have to fix. What capacity or resource do we have at our disposal.
    • Company valuations and acquisitions Let us touch on expanding organic growth or bolt on to the practice.

    • How to construct a budget. What do we understand by a budget? Why have one ? Who should set it ? What type of budget should it be a resource driven budget? What do I mean by that ?
    • Components of operational and sales budgets. What is the firms key drivers with a budget . Income 10 % up and costs 10% down. Is it a margin driven budget? Should we operate at 30% net margin. Back in the day 1/3 Overheads, 1/3 staff cost and 1/3 Profit for the Partners
    • Budgeting for capital expenditure. What is capital expenditure . What is operational expenditure . Why do we worry about capex ? IT investment working from home during COVID that is Capex.
    • Monitoring and reviewing the budget Once set what should we do with a budget drop in a drawer , give it to the bank manager and hope it all comes out in the wash. Traffic light review
    • Forecasting and forecasting aids and interpreting the trends PESTE issues, Internal market, Competition

    Effective cost management

    • Cost types and behaviours, impact of decisions
    • What is a cash flow ? Why produce one in the first place.
    • What is a rolling CFF.
    • Direct and indirect costs
    • How costs and profit are determined
    • Importance of credit control and managing cash flows

    • Why do we need to invest?
    • Different types of investment
    • Making a business case for investment
    • Financial criteria required

Prices

prices exclude VAT

Member:
£295
 
New Member:
£245
 
Non-member:
£345
 

Contact Us