Quick answer
A quarterly BAS meeting can double as a funding check by adding five numbers to the agenda: the cash balance against upcoming commitments, the aged debtors trend, the ATO position after this BAS, projected tax for the year, and any planned spending over the next two quarters. If two or more look stretched, plan funding now — weeks before you need it — rather than reacting when a bill lands.
Key points
- Quarterly BAS is due 28 October, 28 February, 28 April and 28 July — a natural rhythm for a funding review.
- Five numbers tell you almost everything: cash vs commitments, debtors, ATO position, tax projection and planned spending.
- Spotting a gap a quarter early gives you the widest choice of options.
- Advisers can run this check in 20 minutes without turning the meeting into a sales pitch.
Most business owners meet their accountant, bookkeeper or BAS agent four times a year whether they like it or not: when the quarterly BAS is due. Those meetings are usually about compliance — what’s owed, when it’s due, whether the figures look right. But the same numbers that go into the BAS also tell you whether the next few months are going to be comfortable or tight. With a small change to the agenda, that routine meeting becomes the best early-warning system your business has.
This guide is written for both sides of the table: owners who want to get more out of the meeting, and advisers who want a simple, repeatable way to raise funding before it becomes a crisis.
Why the BAS meeting is the right moment
Timing is everything with business finance. Owners who plan a facility six to eight weeks ahead have time to gather documents, compare options and choose the right structure. Owners who discover a shortfall the week a bill is due mostly have to take whatever is available.
The quarterly BAS cycle gives you a natural rhythm. Quarterly BAS is due on 28 October, 28 February, 28 April and 28 July, with extra time for some quarters when lodging online or through a registered agent. Every one of those dates comes with an up-to-date set of books, reconciled bank accounts and a clear view of what’s owed to the ATO. Everything you need for a funding check is already in the room.
The five numbers to review
Add these five items to the end of each BAS meeting. Your bookkeeper or accountant can usually pull them from the accounting software in a few minutes.
1. Cash against commitments
Compare the current bank balance (plus any undrawn facility) with known payments over the next 8 to 13 weeks: wages, super, rent, loan repayments, this BAS, the next PAYG instalment and major supplier bills.
What to look for: a week where commitments exceed the cash you expect to have. That’s the gap.
2. Aged debtors trend
Look at the aged debtors report now versus last quarter. Is the total growing faster than sales? Is more sitting in the 60 and 90-day columns?
What to look for: customers paying more slowly, or one large customer making up a growing share. Our page on what an aged debtors report tells a lender explains why this matters.
3. ATO position after this BAS
After lodging and paying (or not paying) this BAS, what will the activity statement account show? Is there a balance? Is it on a plan?
What to look for: a balance that’s growing quarter on quarter. Since 1 July 2025, ATO interest charges are no longer tax-deductible, so a lingering balance is more expensive than it used to be.
4. Tax projection for the year
Based on profit to date, what does the accountant expect the year’s income tax to be, and how does that compare with PAYG instalments being paid?
What to look for: a large gap between projected tax and instalments — a bill that will land later. Our owners’ page on planning for a projected tax bill covers the options.
5. Planned spending over the next two quarters
Ask the owner directly: are you planning to hire, buy equipment, take on a big contract, move premises or buy stock ahead of a busy season?
What to look for: spending that isn’t in the forecast yet. Growth plans often live in the owner’s head long before they reach the accounts.
Reading the results
| Signals showing stress | What it usually means | Sensible next step |
|---|---|---|
| None | Comfortable position | Note the baseline; recheck next quarter |
| One | A specific pressure point | Address it directly — chase debtors, set aside tax |
| Two | A likely funding need in the next quarter | Build a 13-week forecast and explore options |
| Three or more | A gap is coming soon | Start the funding conversation now |
One stretched number is usually manageable with good housekeeping. Two or more stretched numbers, especially cash against commitments plus a growing ATO balance or slowing debtors, is the pattern that most often leads to an urgent call to a lender a month later. Catching it at the BAS meeting turns an emergency into a plan.
A 20-minute agenda for advisers
If you’re the accountant, bookkeeper or BAS agent, here’s a structure that keeps the conversation useful and low-pressure:
- (5 min) Present the five numbers. Show them on one page. Keep it factual.
- (5 min) Ask about plans. “Anything coming up in the next six months that will need cash?”
- (5 min) Discuss the pattern. Are any of the five stretched? How many?
- (5 min) Agree an action. Nothing; a debtor push; a tax set-aside; a forecast; or a funding conversation.
You’re not recommending a lender or a product — you’re helping the owner see what’s coming. If funding looks sensible, our adviser referral guide explains how to introduce them, and our Link-up checklist builder produces a tailored document list in a couple of minutes.
Turning a gap into a plan
If the check shows a likely shortfall, the next step is a short forecast. Business.gov.au’s cash flow statement guidance sets out the basics: track opening balances, money in, money out and closing balances by period. A 13-week version shows:
- The lowest point — the size of the facility you’d need
- The recovery week — how long you need it for
- The cause — tax timing, slow debtors, growth costs or seasonality
Each cause points to a different kind of finance:
| Cause | Finance that usually fits |
|---|---|
| Tax timing | Set-aside account, ATO payment plan or a short facility |
| Slow debtors | Line of credit |
| Growth costs | Term loan or line of credit matched to the ramp-up |
| Seasonality | Revolving line of credit |
| Large one-off purchase | Term loan; property-secured if larger |
The scale matters too. If the gap is under about $500k and trading is steady, an unsecured facility (from around $5k) may cover it; larger needs, or files with complications, often lean on property, where limits stretch from $20k to $5m.
What the BAS history says to a lender
There’s a second benefit to treating the BAS meeting seriously: it builds the kind of history lenders like. Four on-time lodgements a year, steady or growing sales on G1, and an ATO account that’s paid as it falls due all make a future application easier. If your history has gaps, our BAS lender-ready quiz shows how a lender is likely to read it and what to tidy first. For the detail on how BAS links to cash flow lending, see BAS statements and cash flow lending.
An illustrative quarter
Here’s how a funding check might play out for a hypothetical commercial printing business at its October BAS meeting:
- Cash against commitments: comfortable for six weeks, then tight in late November when a large paper order and the Christmas staff roster overlap.
- Debtors: up 20 per cent on last quarter, with one major retail client moving from 30 to 60 days.
- ATO position: clear after this BAS is paid.
- Tax projection: slightly above instalments; manageable.
- Planned spending: the owner mentions wanting a second digital press in the new year.
Two signals are stretched (cash and debtors), and there’s a large purchase on the horizon. The bookkeeper builds a 13-week forecast showing a low point in early December. The owner enquires about a modest line of credit for the Christmas period, and separately starts planning equipment finance for the press with the accountant. Both conversations happen calmly, weeks ahead. The scenario is illustrative.
What owners should bring to the meeting
Owners can make the check faster by arriving with:
- Any planned spending or hiring in the next six months
- News about major customers — new contracts, lost accounts, payment changes
- Supplier changes — price rises, new terms
- Any personal plans that affect the business, such as reducing hours or taking leave
These are the things that don’t show up in the ledger until it’s too late.
Make the next BAS meeting count
If your last BAS meeting already showed two or more stretched numbers, don’t wait for the next one. Tell us what the numbers showed in a 60-second enquiry. There’s no credit check to enquire, your file is matched to one suitable lender rather than distributed around the market, and a real specialist calls you — and your adviser, if you’d like them involved. Please give us accurate figures from the meeting so the first option we discuss is the right one. When you’re ready, see what’s available for your business.
Frequently asked questions
Do I need a separate meeting for a funding check?
No. Adding 15 to 20 minutes to the quarterly BAS catch-up is usually enough. The figures are already on the table.
Who should lead the funding check — me or my accountant?
Either. Many owners ask their accountant or bookkeeper to bring the five numbers to each meeting. The decision about funding is always yours.
What if the check shows no gap?
Good — that's the most common outcome. It also gives you a baseline, so next quarter's numbers are easier to compare.
How early should I talk to a lender if a gap appears?
Ideally six to eight weeks before the money is needed. That leaves time to gather documents and compare options calmly.
Does enquiring early affect my credit file?
Not with us. There's no credit check when you first enquire, so you can explore options well ahead of time.