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5 Simple Rules for Making Slides that Make More Sense

Certified Designer Refresher Training, LLC >20 years of experience >2000 presentations >100K people trained Making slide design simple

Wendy Gates Corbett

Poll Question #1

Yes or no: have you ever thought “I’d make better slides if I had more time.”?

The 5 Rules A Bit of Brain Science Favorite Tips & Tools

Favorite Tips & Tools The 5 Rules A Bit of Brain Science

Words Images & numbers

Harness this power

50%

Poll Question #2

Which types of presentation slides drive you bonkers when you’re in the audience?  Slides with too many words  Slides with words that are too small to read  Slides with too much data for me to follow  All of the above

The 5 Rules A Bit of Brain Science Favorite Tips & Tools

More is not better

Rule #1

FINANCIAL RESULTS OVERVIEW

$- $20,000 $40,000 $60,000 $80,000 $1,00,000 2015 2016 2017 2018 Assets Liabilities

17

10,471 10,976 14,493 14,777 9,525 10,655 9,295 11,437 8,000 10,000 12,000 14,000 16,000 2015 2016 2017 2018 Revenues Expenses

• 5,000

10,000 15,000 20,000 25,000 30,000 2015 2016 2017 2018

URNA TRNA PRNA 1000 2000 3000 4000 5000 6000 2015 2016 2017 2018

Cash Flows

Operating Cash Total Cash

Net Assets

Before

$- $20,000 $40,000 $60,000 $80,000 $1,00,000

2015 2016 2017 2018 Assets Liabilities

18

18

FINANCIAL RESULTS OVERVIEW

After

$- $20,000 $40,000 $60,000 $80,000 $1,00,000

2015 2016 2017 2018 Assets Liabilities

FINANCIAL RESULTS OVERVIEW

After



FASB ASU No. 2016-14 Not-for-Profit Entities (Topic 958): Presentation of Financial Statements of Not-for-Profit Entities.

• Effective for years beginning after December 15, 2017 (FY18-19)
• Enhances disclosures about:
• Liquidity and available resources
• Methods used to allocate expenses
• Underwater endowments
• Governing board designations
• Composition of net assets (two classes)



FASB ASU No. 2014-09, ASU No. 2015-14, ASU No. 2016-08 (Amendments to FASB ASC Topic 606 – Revenue from Contract with Customers)

• Effective for years beginning after December 15, 2018 (FY19-20)
• Conforms GAAP and IFRSs
• “Depicts the transfer of promised goods or services to customers in an

amount that reflects the consideration to which an entity expects in exchange for those goods or services.”

• A five-step approach

RECENTLY ISSUED STANDARDS

20

Before



FASB ASU No. 2016-02 (Topic 842): Leases.

• Effective for years beginning after December 15, 2019 (FY20-21)
• Requires entities to recognize assets and liabilities on the balance sheet for long term leasing transactions.



FASB ASU No. 2016-15(Topic 230) – Classification of Certain Cash Receipts and Cash Payments

• Effective for years beginning after December 15, 2018 (FY19-20)
• Provides guidance on eight specific cash flow issues:
• Debt prepayment or debt extinguishment costs
• Settlement of zero-coupon debt instruments
• Contingent consideration payments after business combination
• Proceeds from settlement of insurance claims
• Proceeds from settlement of corporate owned insurance policies
• Distributions received from equity method investees
• Beneficial interest in securitized transactions
• Separately identifiable cash flows and application of predominance principle.



FASB ASU No. 2016-18(Topic 230) – Statement of Cash Flows

• Effective for years beginning after December 15, 2018 (FY19-20)
• Restricted cash and cash equivalents should be included with cash and cash equivalents when reconciling

beginning-of-period and end-of-period total amounts.

RECENTLY ISSUED STANDARDS

21

Before

• 1. FASB ASU No. 2016-14

Not-for-Profit Entities (Topic 958): Presentation of Financial Statements of Not-for-Profit Entities

• 2. FASB ASU No. 2014-09, ASU No. 2015-14, ASU No. 2016-08

(Amendments to FASB ASC Topic 606 – Revenue from Contract with Customers)

• 3. FASB ASU No. 2016-02

(Topic 842) – Leases

• 4. FASB ASU No. 2016-15

(Topic 230) – Classification of Certain Cash Receipts and Cash Payments

• 5. FASB ASU No. 2016-18

(Topic 230) – Statement of Cash Flows

5 RECENTLY ISSUED STANDARDS

22

After

Not-for-Profit Entities (Topic 958): Presentation of Financial Statements

• f Not-for-Profit Entities
• Effective for years beginning after December 15, 2017 (FY18-19)
• Enhances disclosures about:
• Liquidity and available resources
• Methods used to allocate expenses
• Underwater endowments
• Governing board designations
• Composition of net assets (two classes)

FASB ASU No. 2016-14

23

After

Not-for-Profit Entities (Topic 958): Presentation of Financial Statements of Not-for-Profit Entities

• Effective for years beginning after December 15, 2017 (FY18-19)
• Enhances disclosures about:
• Liquidity and available resources
• Methods used to allocate expenses
• Underwater endowments
• Governing board designations
• Composition of net assets (two classes)

FASB ASU No. 2016-14

24

After

“Is this really necessary?”

Don’t dump the data

Rule #2

FINANCIAL RESULTS OVERVIEW

$- $20,000 $40,000 $60,000 $80,000 $1,00,000 2015 2016 2017 2018 Assets Liabilities

27

10,471 10,976 14,493 14,777 9,525 10,655 9,295 11,437 8,000 10,000 12,000 14,000 16,000 2015 2016 2017 2018 Revenues Expenses

• 5,000

10,000 15,000 20,000 25,000 30,000 2015 2016 2017 2018

URNA TRNA PRNA 1000 2000 3000 4000 5000 6000 2015 2016 2017 2018

Cash Flows

Operating Cash Total Cash

Net Assets

Before

REVENUE AND EXPENSES OVERVIEW

28

10,471 10,976 14,493 14,777 9,525 10,655 9,295 11,437 8,000 10,000 12,000 14,000 16,000 2015 2016 2017 2018 Revenues Expenses

Before

THREE KEY DRIVERS FOR 2017 REVENUES

29

14,493 8,000 10,000 12,000 14,000 16,000 2015 2016 2017 2018 Revenues Expenses

14,493 After

A KEY DRIVER OF INCREASE IN 2018 EXPENSES

30

11,437 8,000 10,000 12,000 14,000 16,000 2015 2016 2017 2018 Revenues Expenses

11,437 After

31

Acme’s revenue growth over the last 35 years

200 400 600 800 1000 1200 1987 1992 1997 2002 2007 2012 2017

Yearly Revenue (millions)

Product 1 Product 2 Product 3 Product 4 Product 5

Before

Acme’s revenue growth over the last 35 years

200 400 600 800 1000 1200 1987 1992 1997 2002 2007 2012 2017

Yearly Revenue (millions)

Product 1

Product 2

Product 3 Product 4 Product 5

Yearly Revenue (millions) 200 1200 1987 2002 2017

After

Group 1 Group 2 Group 3 Mar 16 – Feb 17 Mar 17 – Feb 18 Mar 16 – Feb 17 Mar 17 – Feb 18 Mar 16 – Feb 17 Mar 17 – Feb 18 Demographics Population A 3,578 3,632 515 522 563 612 Population B 6,489 6,602 709 717 604 664 Average 34.3 33.0 54.3 52.9 73.6 72.5 % (Current) 43.4 43.2 42.2 41.4 33.4 34.2

Q1 Client Project Status: Exceeded Goals

1 2 3 4 5 6

January February March

Number of Projects Completed

Client A Client B Client C

Q1 Client Project Status: Exceeded Goals

1 2 3 4 5 6

January February March

Number of Projects Completed

Client A Client B Client C

Give them a clue

Rule #3

Our Understanding

 Acme needs an Enterprise Resource Planning (ERP) for their partners group that is global, phased, and cost effective  Acme needs a strategy and roadmap to optimize efficiency in implementing a shared services model  In parallel, Acme needs program management and change management to facilitate a seamless transition from the current to the future state of this highly visible and complex transformation  Given the global economy, Acme needs a trusted advisor to deliver services in a most cost-effective manner  All the 3 programs need to be well coordinated and worked upon together.  The design should be such that it can be easily leveraged out to other upstream and downstream partners in future.

Acme Needs a Seamless, Phased Widget System

Global, phased, and cost effective Strategy to optimize Seamless transition Scalable

Q1 Client Project Status

1 2 3 4 5 6

January February March

Number of Projects Completed

Client A Client B Client C

Q1 Client Project Status: Exceeded Goals

1 2 3 4 5 6

January February March

Number of Projects Completed

Client A Client B Client C

FINANCIAL RESULTS OVERVIEW

$- $20,000 $40,000 $60,000 $80,000 $1,00,000 2015 2016 2017 2018 Assets Liabilities

41

10,471 10,976 14,493 14,777 9,525 10,655 9,295 11,437 8,000 10,000 12,000 14,000 16,000 2015 2016 2017 2018 Revenues Expenses

• 5,000

10,000 15,000 20,000 25,000 30,000 2015 2016 2017 2018

URNA TRNA PRNA 1000 2000 3000 4000 5000 6000 2015 2016 2017 2018

Cash Flows

Operating Cash Total Cash

Net Assets

Before

STEADY GROWTH IN RNA NET ASSETS

42

• 5,000

10,000 15,000 20,000 25,000 30,000 2015 2016 2017 2018

URNA TRNA PRNA

After

Use BIG words

Rule #4

REVENUE AND EXPENSES OVERVIEW

45

10,471 10,976 14,493 14,777 9,525 10,655 9,295 11,437 8,000 10,000 12,000 14,000 16,000 2015 2016 2017 2018 Revenues Expenses

Before

A KEY DRIVER OF INCREASE IN 2018 EXPENSES

46

10,471 10,976 14,493 14,777 9,525 10,655 9,295 11,437 8,000 10,000 12,000 14,000 16,000

2015 2016 2017 2018

Revenues Expenses

11,437

After

AUDIT PLAN

Emphasis Area Significant Procedures

Cash, Cash Equivalents, Investments

• Confirmed all significant accounts
• Tested investment sales, purchases, and transfers
• Tested reasonableness of interest income and

investment return Property & Equipment

• Tested a sample of additions
• Tested the reasonableness of depreciation

Debt

• Confirmed all significant balances
• Tested the reasonableness of interest expense
• Re-performed debt service coverage ratio

calculations Net Assets

• Performed tests of net asset releases from

restriction

• Tested a sample of contribution revenue recorded

for proper net asset classification Revenues & Receivables

• Performed detailed substantive analytics
• Tested a sample of pledges rental revenue for

proper revenue recognition and deferral

• Tested proper cut-off

Before

AUDIT PLAN

Emphasis Area Significant Procedures Cash, Cash Equivalents, Investments

• Confirmed all significant accounts
• Tested investment sales, purchases, and transfers
• Tested reasonableness of interest income and investment return

Property & Equipment

• Tested a sample of additions
• Tested the reasonableness of depreciation

Debt

• Confirmed all significant balances
• Tested the reasonableness of interest expense
• Re-performed debt service coverage ratio calculations

Net Assets

• Performed tests of net asset releases from restriction
• Tested a sample of contribution revenue recorded for proper net

asset classification

Revenues & Receivables

• Performed detailed substantive analytics
• Tested a sample of pledges rental revenue for proper revenue

recognition and deferral

• Tested proper cut-off

After

FINANCIAL RESULTS OVERVIEW

$- $20,000 $40,000 $60,000 $80,000 $1,00,000 2015 2016 2017 2018 Assets Liabilities

49

10,471 10,976 14,493 14,777 9,525 10,655 9,295 11,437 8,000 10,000 12,000 14,000 16,000 2015 2016 2017 2018 Revenues Expenses

• 5,000

10,000 15,000 20,000 25,000 30,000 2015 2016 2017 2018

URNA TRNA PRNA 1000 2000 3000 4000 5000 6000 2015 2016 2017 2018

Cash Flows

Operating Cash Total Cash

Net Assets

Before

$- $20,000 $40,000 $60,000 $80,000 $1,00,000

2015 2016 2017 2018 Assets Liabilities

FINANCIAL RESULTS OVERVIEW

After

Create more space!

Standard Widescreen

Shorter is sweeter

Rule #5

TIMELINE

53

Planning Fieldwork Wrap Up

July August September - October

• Internal control
• Confirmations
• Systems documentation
• Detail testing
• Analytical procedures
• Staff interviews
• Financial statement review
• Management representation
• Communication with

University Auditors

• Preparation of Form 990 return

TIMELINE

54

Planning Fieldwork Wrap Up

July August September - October

• Internal control
• Confirmations
• Systems documentation
• Detail testing
• Analytical procedures
• Staff interviews
• Financial statement review
• Management representation
• Communication with

University Auditors

• Preparation of Form 990 return

Before

TIMELINE

55

Planning Fieldwork Wrap Up

July August Sept - October

• Internal control
• Confirmations
• Systems documentation
• Detail testing
• Analytical procedures
• Staff interviews
• Financial statement review
• Management

representation

• Communication with

University Auditors

• Preparation of

Form 990 return

After

56

Logo

 Better screening of prospective employees during the recruitment process, which results in

better hiring decisions

 Improved discussions with employees regarding their strengths, areas for growth, training and

development

 More effective delegation and assignment of work by having insight into employees’ skill levels  Ability to systematically acquire training and development opportunities, e.g., develop training

partnerships among organizations, bringing tailored training to employees

 Forecasting the types of skill sets needed in the future to support succession and talent

planning

 Helps managers better assist employees in achieving performance and development goals

How Does this Help You As A Manager?

Before

57

Logo

 Better screening of prospective employees during the recruitment process, which results in

better hiring decisions

 Improved discussions with employees regarding their strengths, areas for growth, training and

development

 More effective delegation and assignment of work by having insight into employees’ skill levels  Ability to systematically acquire training and development opportunities, e.g., develop

training partnerships among organizations, bringing tailored training to employees

 Forecasting the types of skill sets needed in the future to support succession and talent

planning

 Helps managers better assist employees in achieving performance and development goals

How Does this Help You As A Manager? which results in e.g.,

58

Logo

 Better screening during recruitment = better hiring decisions  Improved discussions with employees about strengths and growth

• pportunities

 Better work assignments with insight into employees’ skill levels  Ability to systematically acquire development opportunities  Support talent planning by forecasting future skill sets  Helps managers assist employees in achieving their goals

How Does This Help You as a Manager?

59

Logo

 Better screening during recruitment = better hiring decisions  Improved discussions with employees about strengths and growth

• pportunities

 Better work assignments with insight into employees’ skill levels  Ability to systematically acquire development opportunities  Support talent planning by forecasting future skill sets  Helps managers assist employees in achieving their goals

How Does This Help You as a Manager?

60

Logo

 Better screening during recruitment = better hiring decisions  Improved discussions with employees about strengths and

growth opportunities to help the achieve their goals

 Better work assignments with insight into employees’ skill levels  Ability to systematically acquire development opportunities  Support talent planning by forecasting future skill sets

How Does This Help You as a Manager?

After

AUDIT DELIVERABLES

 Express an opinion on the consolidated financial statements for the year ended June

30, 2018 (with comparative totals for 2017).

 Communicate matters in accordance with:  AU-C 265 “Communicating Internal Control Related Matters Identified in an

Audit”

 AU-C 260 “The Auditor’s Communication with those Charged with Governance”  Prepare the annual information tax filings for the Internal Revenue Service (Form 990

and 990T)

61

Before

AUDIT DELIVERABLES

 Express an opinion on the consolidated financial statements for the year ended June

30, 2018 (with comparative totals for 2017)

 Communicate matters in accordance with:  AU-C 265 “Communicating Internal Control Related Matters Identified in an Audit”  AU-C 260 “The Auditor’s Communication with those Charged with Governance”  Prepare the annual information tax filings for the Internal Revenue Service (Form 990

and 990T)

62

AUDIT DELIVERABLES

 Express opinion on consolidated financial statements for FY 17-18  Communicate matters in accordance with:  AU-C 265 “Communicating Internal Control Related Matters Identified in an Audit”  AU-C 260 “The Auditor’s Communication with those Charged with Governance”  Prepare annual information tax filings for IRS (Form 990 and 990T)

63

After

Here’s the situation:

Activity: Let’s Apply the Rules

Identify 3+ ways to make the next slide make more sense Apply the rules Don’t have to use all rules

Type your answers in Chat to all attendees.

Rule #1: More is not better Rule #2: Don’t dump the data Rule #3: Give them a clue Rule #4: Use big words Rule #5: Shorter is sweeter

KEY FINANCIAL METRICS

Measurement 2015 2016 2017 2018 Current Ratio (>1)

Measures ability to meet short-term obligations

5.10 7.44 7.79 0.93 Operating Reserve (>1)

Measures ability to fund operations from expendable net assets

1.43 1.30 1.65 2.39 Program Efficiency (less interest expense)

Demonstrates to potential funders how efficiently the Foundation fulfills mission

0.69 0.77 0.74 0.70 Change in Net Assets (+1)

Measures ability to “live within means”

$956K $314K $5.20 Mil $3.3 Mil Debt Coverage (>1.25)

Measures net income stream available to meet debt burden

1.55 2.27 2.52 2.20

Rule #1 More is not better Rule #2 Don’t dump the data Rule #3 Give them a clue Rule #4 Use BIG words Rule #5 Shorter is sweeter

Poll Question #3

Which rule are you going to try first?  Rule #1: More is not better  Rule #2: Don’t dump the data  Rule #3: Give them a clue  One of the others (next question)

Poll Question #4

Which rule are you going to try first?  Rule #4: Use big words  Rule #2: Shorter is sweeter  All of them!

The 5 Rules A Bit of Brain Science Favorite Tips & Tools

My Favorite Tips & Tools

Want to complete the survey or donate slides? (Please!)

Wendy@Refresher-Training.com

Want a rule guide?

Here’s a link to get a handout with the rules and bonus tips (We’ll copy the link into chat)

https://bit.ly/2lu3a3E

The character after 2 is a lowercase letter L

Wendy Gates Corbett, CPLP

wendy@refresher-training.com | 919.381.5688 refresher-training.com @RefreshTraining

Make your slides make more sense.