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The de nition of prospective nancial statements does not specify the length of the future period For a presentation to be prospective, however, some of the period covered must be in the future even though a part of the period may have expired Thus, a calendar 20X1 presentation done on December 30, 20X1, would still, in theory, be a prospective presentation since there would still be an unexpired day in the period Determining the period to be covered by prospective nancial statements is discussed in more detail in Subsection 403(c)(ii) There are two kinds of prospective nancial statements: nancial forecasts and nancial projections In practice, though, prospective nancial statements are often given other names, such as budgets, business plans, and studies Although the terms forecast and projections are sometimes used interchangeably in popular usage, in the technical accounting literature, forecasts and projections differ in what they purport to represent Forecasts represent expectations, whereas projections are hypothetical analyses (i) Financial Forecasts Financial forecasts are de ned as prospective nancial statements that present, to the best of management s knowledge and belief, an entity s expected nancial position, results of operations, and cash ows based on management s assumptions re ecting conditions it expects to exist and the course of action it expects to take In some cases forecasts can be prepared by persons other than current management, such as a potential acquirer of the entity, but usually the person (or persons) who take responsibility for the assumptions is someone who expects to be in a position to in uence the entity s operations during the forecast period The AICPA Guide refers to he person who takes responsibility for the assumptions as the responsible party Despite the inherent uncertainty of future events and the softness of prospective data, a forecast cannot be prepared without a reasonably objective basis That is, suf ciently objective assumptions must be capable of being developed to present a forecast Without a reasonably objective basis, management has no grounds for any expectations; all it would have is guesses The determination of whether a reasonably objective basis for a forecast exists is primarily an exercise in judgment The key question is whether assumptions, based on the entity s plans, made by persons who are informed about the industry in which the entity operates would generally fall within a relatively narrow range If so, there may be a reasonably objective basis for the forecast On the other hand, if there is so much uncertainty regarding signi cant assumptions that consensus would be unlikely to be reached, there may not be a reasonably objective basis, precluding preparation of a forecast (although a projection could be developed) For example, there would be no reasonably objective basis to forecast the winnings of a thoroughbred being reared to race If prospective nancial data are necessary, but no reasonably objective basis exists to present a forecast, management might hypothesize the assumption that is not subject to reasonable estimation and call the presentation a projection or quantify only those assumptions that have a reasonably objective basis and prepare a partial presentation However, both of these alternatives are limited in their usefulness [see Subsections 402(a) (d) for a further discussion] Exhibit 401 presents factors to consider in determining whether there is a reasonably objective basis to present a forecast Occasionally, an entity may need to present a forecast but cannot do so because of an uncertainty about the actions the users of the forecast may take For example, an assumption may relate to passage of a referendum when the forecast is to be used by voters deciding on the referendum In those cases, despite the high level of uncertainty, management may select one of the four alternatives as its assumption and then call the presentation a forecast if: 1 2 3 4 The assumption is subject to only two possible outcomes (an either/or situation) The outcome of that assumption is dependent on the actions of the users of the presentation The alternative selected is not unreasonable on its face The presentation discloses that the forecast represents management s expectations only if the prospective action of users takes place.

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The de nition of prospective nancial statements does not specify the length of the future period For a presentation to be prospective, however, some of the period covered must be in the future even though a part of the period may have expired Thus, a calendar 20X1 presentation done on December 30, 20X1, would still, in theory, be a prospective presentation since there would still be an unexpired day in the period Determining the period to be covered by prospective nancial statements is discussed in more detail in Subsection 403(c)(ii) There are two kinds of prospective nancial statements: nancial forecasts and nancial projections In practice, though, prospective nancial statements are often given other names, such as budgets, business plans, and studies Although the terms forecast and projections are sometimes used interchangeably in popular usage, in the technical accounting literature, forecasts and projections differ in what they purport to represent Forecasts represent expectations, whereas projections are hypothetical analyses (i) Financial Forecasts Financial forecasts are de ned as prospective nancial statements that present, to the best of management s knowledge and belief, an entity s expected nancial position, results of operations, and cash ows based on management s assumptions re ecting conditions it expects to exist and the course of action it expects to take In some cases forecasts can be prepared by persons other than current management, such as a potential acquirer of the entity, but usually the person (or persons) who take responsibility for the assumptions is someone who expects to be in a position to in uence the entity s operations during the forecast period The AICPA Guide refers to the person who takes responsibility for the assumptions as the responsible party Despite the inherent uncertainty of future events and the softness of prospective data, a forecast cannot be prepared without a reasonably objective basis That is, suf ciently objective assumptions must be capable of being developed to present a forecast Without a reasonably objective basis, management has no grounds for any expectations; all it would have is guesses The determination of whether a reasonably objective basis for a forecast exists is primarily an exercise in judgment The key question is whether assumptions, based on the entity s plans, made by persons who are informed about the industry in which the entity operates would generally fall within a relatively narrow range If so there may be a reasonably objective basis for the forecast On the other hand, if there is so much uncertainty regarding signi cant assumptions that consensus would be unlikely to be reached, there may not be a reasonably objective basis, precluding preparation of a forecast (although a projection could be developed) For example, there would be no reasonably objective basis to forecast the winnings of a thoroughbred being reared to race If prospective nancial data are necessary, but no reasonably objective basis exists to present a forecast, management might hypothesize the assumption that is not subject to reasonable estimation and call the presentation a projection or quantify only those assumptions that have a reasonably objective basis and prepare a partial presentation However, both of these alternatives are limited in their usefulness [see Subsections 402(a) (d) for a further discussion] Exhibit 401 presents factors to consider in determining whether there is a reasonably objective basis to present a forecast Occasionally, an entity may need to present a forecast but cannot do so because of an uncertainty about the actions the users of the forecast may take For example, an assumption may relate to passage of a referendum when the forecast is to be used by voters deciding on the referendum In those cases, despite the high level of uncertainty, management may select one of the four alternatives as its assumption and then call the presentation a forecast if: 1 2 3 4 The assumption is subject to only two possible outcomes (an either/or situation) The outcome of that assumption is dependent on the actions of the users of the presentation The alternative selected is not unreasonable on its face The presentation discloses that the forecast represents management s expectations only if the prospective action of users takes place.

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