With funders and other stakeholders turning even more attention to an organization’s audited financial statements, it is essential that management “own” these documents and use them to their greatest advantage. In the span of a few, impersonal pages, an organization needs to clearly convey programmatic priorities and unique financial realities.
This session will walk attendees through the fundamentals of nonprofit financial presentation and provide specific tips for working with your auditors and improving the clarity of your statements. Attendees should have a copy of their organization’s statements to reference during the webinar. A sample statement will also be available for those unable to obtain their own in advance.
Understanding Financial Statements
* How to read financial statements.
* Some key indicators and ratios.
* Financial statements are a tool for running your business.
For more information, visit http://www.cbiz.com/MidAtlantic
This year CFED jumped over financial hurdles and turned challenges into opportunities. A capstone year for CFED's past and present accomplishments, 2003 melded every aspect of CFED's mission and visionary goals into a substantial impact on society.
Contingent liabilities, commitments and provisions in oil industryHamdy Rashed
What is the different between contingency, commitment and provision, how disclose the Joint venture minimum exploration payment or obligation in the financial statements
IASBO 2012-The Audit, what to look for and what to communicate to your boardsbohnsack
Bohnsack & Frommelt Presentation March 28, 2012 to the Iowa Association of School Business Officials.
The Audit-What to look for and what to communicate to your board.
Financial Management Fundamentals For Executive Directors & Board Members4Good.org
Nonprofit leaders and board members need to have at least a basic understanding of financial management. However, it is not uncommon to only have one or two people on a nonprofit board that understand finances. This webinar will help nonprofit executives and board members develop the financial insight they need in order to make strategic decisions and fulfill their responsibilities.
Understanding Financial Statements
* How to read financial statements.
* Some key indicators and ratios.
* Financial statements are a tool for running your business.
For more information, visit http://www.cbiz.com/MidAtlantic
This year CFED jumped over financial hurdles and turned challenges into opportunities. A capstone year for CFED's past and present accomplishments, 2003 melded every aspect of CFED's mission and visionary goals into a substantial impact on society.
Contingent liabilities, commitments and provisions in oil industryHamdy Rashed
What is the different between contingency, commitment and provision, how disclose the Joint venture minimum exploration payment or obligation in the financial statements
IASBO 2012-The Audit, what to look for and what to communicate to your boardsbohnsack
Bohnsack & Frommelt Presentation March 28, 2012 to the Iowa Association of School Business Officials.
The Audit-What to look for and what to communicate to your board.
Financial Management Fundamentals For Executive Directors & Board Members4Good.org
Nonprofit leaders and board members need to have at least a basic understanding of financial management. However, it is not uncommon to only have one or two people on a nonprofit board that understand finances. This webinar will help nonprofit executives and board members develop the financial insight they need in order to make strategic decisions and fulfill their responsibilities.
Defending Against Bankruptcy Avoidance Actions (Series: COMPLEX FINANCIAL LIT...Financial Poise
In the event of a bankruptcy, the debtor or trustee may opt to take legal action in order to recover money or property that was transferred by the debtor prior to going bankrupt. These actions, whereby such transfers are effectively reversed, are referred to as “avoidance actions.” In this webinar, the expert panel discusses the applicable provisions of the Bankruptcy Code, common avoidance actions, and key considerations when planning for and defending against these actions.
To view the accompanying webinar, go to: https://www.financialpoise.com/financialpoisewebinars/on_demand_webinars/defending-against-bankruptcy-avoidance-actions-2/
Making The Most Of Your Financial Statements4Good.org
Like it or not, a not-for-profits financial statements are often used by a variety of stakeholders as a tool by which to judge an organization’s potential for success. Making sure your statements do more than just reveal the value of your assets is essential, especially when donors receive more requests for support than they can ever hope to meet.
This webinar will provide attendees with tips for improved financial communication & insight into the analysis that would be funders may conduct.
CFO Insight For Business Owners: How to Utilize Financial StatementsChase R. Morrison
CFO Insight: This is a primer on how to use financial statements to more effectively operate a privately held business and was used to educate new entrepreneurs at the Valley Economic Development Corporation in Sherman Oaks, CA.
Defending Against Bankruptcy Avoidance Actions (Series: COMPLEX FINANCIAL LIT...Financial Poise
In the event of a bankruptcy, the debtor or trustee may opt to take legal action in order to recover money or property that was transferred by the debtor prior to going bankrupt. These actions, whereby such transfers are effectively reversed, are referred to as “avoidance actions.” In this webinar, the expert panel discusses the applicable provisions of the Bankruptcy Code, common avoidance actions, and key considerations when planning for and defending against these actions.
To view the accompanying webinar, go to: https://www.financialpoise.com/financialpoisewebinars/on_demand_webinars/defending-against-bankruptcy-avoidance-actions-2/
Making The Most Of Your Financial Statements4Good.org
Like it or not, a not-for-profits financial statements are often used by a variety of stakeholders as a tool by which to judge an organization’s potential for success. Making sure your statements do more than just reveal the value of your assets is essential, especially when donors receive more requests for support than they can ever hope to meet.
This webinar will provide attendees with tips for improved financial communication & insight into the analysis that would be funders may conduct.
CFO Insight For Business Owners: How to Utilize Financial StatementsChase R. Morrison
CFO Insight: This is a primer on how to use financial statements to more effectively operate a privately held business and was used to educate new entrepreneurs at the Valley Economic Development Corporation in Sherman Oaks, CA.
Presentation on finance fundamentals for nonprofit organizations. Geared towards non-accountants, this presentation deals with the following:
- Characteristics of nonprofits and responsibility for financial information
- Basic review of accounting principles
- Financial statements
- Different members of the finance team
- Financial policies for nonprofits
- Communicating financial results
- Nonprofit tax
Nonprofits today are faced with unprecedented challenges, and yet we continue to approach board leadership using concepts from thirty years ago. As our organizations enter into new territory, so our boards need to lead differently - yet we continue to put our efforts into getting the structure 'right'. But there is no magical number of board members or committees, or use of Robert's Rules of Order or Consent agendas, that will transform our boards into the strategic thinkers or powerful decision makers they need to be. Instead, structure must be seen as only the foundation - and board behavior and dynamics approached in a new way - to lead effectively into the future.
On Today's Menu: Your Successful Grant Proposal4Good.org
How can you whip up a successful grant proposal? You’ll need just the right proportions of research, planning, drafting, and editing. And don’t forget to garnish with tasty feedback and a dash of good timing!
Foundations and corporate funders are always looking for ways to make good investments in your community. To partner with them, you have to show exactly how you can help make that happen!
Webinar participants will get a special discount on Dalya’s award-winning book, "Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact."
Who should attend: This webinar is ideal for: nonprofit directors, staff, board, volunteers, and consultants who help raise money from foundations and corporations; jobseekers are also welcome.
Successfully Outsourcing Your Accounting Function4Good.org
For startup or small nonprofits, hiring the right financial expertise can be challenging. Outsourcing to a qualified firm allows you to focus your efforts on mission and fund raising, can strengthen internal controls and often results in significant improvements in your overall financial management and reporting. The keys to success are to clarify your expectations for outsourcing and identify the right outsourcing partner with whom your organization can build a collaborative relationship.
Inbound Marketing & Millennial Donors: A Perfect Marriage4Good.org
The Millennial Generation does not want direct mail from your nonprofit, nor do they want generic communications. To get to these early donors, 84% of which donate or want to donate online, you'll need to earn it through transformative content that effectively tells the story of your cause.
In this webinar learn how to utilize inbound marketing techniques to attract Millennial donors who live on their smartphones, and to how incentivize their giving to your fundraising efforts.
Building your brand – A practical guide for nonprofit organizations4Good.org
This "brand 101″ session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand.
Many entrepreneurs – social, triple bottom line or otherwise – do not avail themselves of all potential capital sources when seeking funding to grow or scale, limiting prospects to cash flow their initiatives. This seminar explores a range of options for funding: external in the marketplace, internal within an organization, new ideas and classics not to overlook.
Most nonprofits involve volunteers in program areas and administrative areas. You might not be aware, however, of the many ways you can involve volunteers in your fundraising activities. This webinar will outline ways you can involve volunteers in fundraising, where to find volunteers, how to recruit them, and how to keep them enthused about your organization.
Could your mission statement describe any of several other organizations that are similar to yours? Do you just haul it out once a year for your annual report and 990? If you’ve been around for many years, you’re clear about your nonprofit’s value to your community, your stakeholders and/or your cause, why bother to revisit your mission statement?
The answers to these questions can make the difference between sustainable success and failure in several ways. Organizations that have a page-long mission statements and think that any effort to review it would be just empty wordsmithing may want to join us for this webinar to see what a rigorously crafted mission statement can do for marketing, fundraising, stakeholder loyalty, strategy, and managing change.
Enter your mission statement in the 4th annual What’s Your Mission? Competition, at http://bit.ly.SyPmission
Takeaways:
Why your mission statement is so important.
Why it’s worth editing your mission statement–and how to do it.
What’s in a good mission statement, and what’s not.
How a good mission statement forms the basis for strategic decisions.
How to measure your performance against your mission statement, and why that’s valuable.
e-Strategy for Your Nonprofit (Cast Your NET, Catch More Fish: Effective Inte...4Good.org
This seminar shows how any nonprofit can develop and execute an Internet strategy to further its mission. We’ll examine how nonprofits are using the Internet, how they’d like to be using the Internet, and how they should be using the Internet (but may be unaware of) – and how to bridge that significant gap easily and quickly. You’ll learn how to drive more traffic to and fundraising through your site. We’ll give specific suggestions on how you can improve your website so it will offer lots for your website visitors to SEE and lots for them to DO.
Key Leadership Factors for Fundraising Success4Good.org
As the CEO of your organization, you are tasked with many things from operations to quality improvement; fundraising is only one of your concerns. But did you know that everything you do affects fundraising? In fact, the most important factor in fundraising success is not the competence of your fundraiser but your own leadership and that of your Board of Trustees. Join Susan Black, CFRE to learn the six key factors for fundraising success that every nonprofit leader needs to know.
Barriers to Change: Understanding Roadblocks to Progress in Organizations and...4Good.org
We all say that we desire change yet, it seems so difficult for it to actually occur. In this webinar, learn more about the barriers to change that keep us from moving forward in our personal, professional and organizational lives.
Nonprofit Blogging Best Practices: Why Your Nonprofit Needs a Blog and How to...4Good.org
Despite the popularity of social media including “micro-blogging” sites like Tumblr and twitter, traditional blogging is still one of the most important tools in your digital marketing arsenal.
Larger nonprofits have been early adopters of blogging, seeing the benefits in increased website traffic, email sign ups and online donations. A consistent, quality blog has been proven to have a direct benefit on marketing and fundraising efforts – so why do so many nonprofits ignore this powerful tool?
The question remains: How can smaller nonprofits get on board with blogging and create a dynamic outlet that grows their supporters and helps them accomplish their goals?
Why are some nonprofits successful at attracting funding while others struggle? How do funders differentiate between the myriad of nonprofits that want their money? How has the process of successfully approaching funders changed? This cutting edge webinar, based on the practical experience of hundreds of successful funding campaigns, examines the fundraising process from the other side of the desk, that of the funders, and illustrates the techniques that work in today’s economic environment, all designed to help you earn Asking Rights™.
Four Great Hormones to Stimulate Well-Being4Good.org
Recent neuroscience research has verified that the well-being that comes from meaningful conversations depends upon four hormones that we have the ability to either stimulate or depress in ourselves and in others. This Webinar will deal with the four and explain their role in personal and interpersonal well-being.
What do you do when someone signs up for your email list or donates to your organization? Do they have to wait until your next “monthly” newsletter to learn more about who you are and what you do? If so, you are missing out on a huge opportunity to engage, inspire and motivate your supporters to take action.
One of the best ways to engage with new subscribers (or new donors for that matter) is to create what is called a “Welcome Series” of emails. These emails are set to automatically be sent to the individual over the course of a few weeks – Day 1 they get an email, day 4 they get another email, day 8 they get yet another email, etc. These emails are designed to introduce yourself and your organization to the individual, as well as show them the impact your organization is having and why they should stay connected.
Sounds like a great idea and something all nonprofits should be doing right? The problem is that most nonprofits are not currently using a Welcome Series and are missing out on this powerful tool. If this includes your organization, then join us for this jam-packed webinar where we highlight a number of successful strategies and tactics you can start using immediately including:
- Why a Welcome Series is so powerful (Its all about the relationship)
- How to create an engaging and compelling Welcome Series
- How and why you should have multiple Welcome Series’ – subscribers, donors, attendees, etc.
- How a Welcome Series can increase your donor retention
On Today's Menu: Your Successful Grant Proposal4Good.org
How can you whip up a successful grant proposal? You’ll need just the right proportions of research, planning, drafting, and editing. And don’t forget to garnish with tasty feedback and a dash of good timing!
Foundations and corporate funders are always looking for ways to make good investments in your community. To partner with them, you have to show exactly how you can help make that happen!
Webinar participants will get a special discount on Dalya’s award-winning book, “Writing to Make a Difference: 25 Powerful Techniques to Boost Your Community Impact.”
Who should attend: This webinar is ideal for: nonprofit directors, staff, board, volunteers, and consultants who help raise money from foundations and corporations; jobseekers are also welcome.
Mission and Leadership: Work Motivation That Strikes a Chord4Good.org
Most organizations have a formalized mission statement. Too often it is merely posted on a wall in the conference room. Often, employees grow cynical and state that the organization’s mission statement is just that: an empty statement. However, other organizations follow a structured process that allows their managers to lead with integrity while using the core principles of mission-driven organizations.
In this extremely practical presentation, that Dr. Eyal Ronen has never shared in the past, he will describe the practical steps to creating a clear mission, vision, and values for the organization. He will also describe the 4 things every leader must do in order to be effective in accomplishing his or her, and the organization’s mission.
Affordable Special Events Data Tracking and Analysis4Good.org
Special events can be complex and in the process of planning a perfect event, details can be missed. Using data to track the ways in which people participated in the event can help you determine what worked, what didn't work and what people are responding to about your event.
Have You Been Sequestered?—Developing Diverse Sources of Revenue4Good.org
Many nonprofits are excessively dependent upon a single type of revenue. The classic example is the organization which is only funded through government contracts or grants. Others may be totally reliant upon one or two private foundations or local corporations. In this webinar, volunteer leaders, agency CEO's and chief development officers will learn the value of diversifying the sources of revenue so as to enhance financial sustainability.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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1. Telling Your Story in Numbers:
Getting the Most out of Audited Financial Statements
August 18, 2010
Special Thanks To Our Sponsors
2. Helping ordinary people raise extraordinary amounts for nonprofits is all we do, and we love it.
A Proud Sponsor of NonprofitWebinars.com
3. Today’s Speakers
Jennifer Ahern Lammers
The Philanthropy Hub
www.philanthropyhub.com
jlammers@philanthropyhub.com
Hosting: Sam Frank, Synthesis Partnership
Assisting with chat questions: Chris Dumas, FirstGiving
4. Telling Your Story in Numbers
Making the most of your Audit
August 18, 2010
Prepared By:
Jennifer Ahern Lammers, MPA, CNAP
Prepared For:
Nonprofit Webinars – Wednesday Webinar Series
5. The Numbers Matter
They communicate an organization’s priorities
They record an organization’s history
They are one of the only means stakeholders have of
comparing one organization to another quickly and
“objectively”
6. Who’s Crunching the Numbers?
Board Members & Potential Board Members
Employees & Potential Employees
Donors & Potential Donors
A Growing List of Charity Watch Dogs
Members of the media
7. By Going Beyond the Numbers:
Management (both board and senior executives) will better
understand and own their financial documents
Organizations will be better at distinguishing themselves
from other organizations competing for the same donor
dollar
Organizations will be more transparent and management will
be a proactive player in the pursuit of accountability
8. Relevant SFAS’s
Statement Purpose
SFAS #95 (ASC 230) Outlines standards for the presentation
Statement of Cash Flows of the Statement of Cash Flows
SFAS #116 (ASC 958) Outlines standards for the valuing and
Accounting for recording of contributions received
Contributions Received & and made by an NFP
Contributions Made
SFAS #117(ASC 958) Recommends format & content for
Financial Statements of financial statements of an NFP
Not-For-Profit Organizations
8
9. More Relevant SFAS’s
Statement Purpose
SFAS #124 (ASC 958) Outlines standards for recording
Accounting for Certain investments in the financial statements
Investments Held by Not-for-
Profit Organizations
SFAS #157 (ASC 820) Defines how to measure fair value
Fair Value Measurements
9
10. SFAS 116 (ASC 958)
Definitions
Contribution: An unconditional, non-reciprocal transfer of an
asset or cancellation of a liability to a not-for-
profit organization
Donor-Imposed A transfer based on a future or uncertain event,
Condition: the occurrence or non-occurrence of which will
dictate whether the asset is retained by the not-
for-profit organization
10
11. SFAS 116 (ASC 958)
Definitions (cont’d)
Donor- Imposed A limitation on the use of an asset placed by
Restriction: the donor
Promise To Give: An agreement to contribute an asset; it will be
entered into the accounts if verifiable
documentation exists
11
12. SFAS 117 (ASC 958)
Classifying Contributions
Unrestricted: Contributions that are free of donor restrictions on
their usage
Temporarily Contributions that have donor imposed restrictions
restricted: and may be removed by:
(1) the passage of time or
(2) an act of the organization
Permanently Contributions with restrictions that can never be
restricted: removed
12
13. SFAS 117 (ASC 958)
Contributed Services Recognition
Must be recognized if:
Services create or enhance a financial or
non-financial asset
Services provide skills that organization would have paid for if
not been donated
Legal services
Licensed volunteers
13
14. According to SFAS 117 (ASC 958):
All not-for-profit organizations must present:
Statement of Financial Position (Balance Sheet)
Statement of Activities (Statement of support, revenues,
expenses, and changes in fund balance)
Statement of Cash Flows
Statement of Functional Expenses, if required, for
Voluntary Health and Welfare organizations
Accompanying Notes to the financial statements
14
15. A Simple Truth
Financial statements are increasingly being used by funders,
reporters, and other stakeholders to make decisions
about nonprofit organizations
16. The Audit Process
Provides an independent review of procedures and accounting of
significant transactions
Provides constructive recommendations for improving systems
and procedures
Satisfies external compliance requirements from funders and
some state agencies
The Gold Standard
17. Audit Opinions
Disclaimer of
Unqualified Qualified Adverse
Opinion
• Considered a • Statements • Statements do • “No opinion”
“clean have one or not conform on statements
opinion” more material to GAAP • Auditors were
• States that problems • Readers are unable to
statements are • Raises provided “no apply auditing
presented awareness of assurance” on standards
fairly issues the figures • Very unusual,
rarely issued
18. Other Options
• Step down from a full audit
• CPA provides only limited assurances based on staff inquiries
Reviews and spot checks of procedures
• Further step down
Compilations
• CPA provides no assurance as to the validity of the numbers
• Should follow GAAP (FSB 116 and FSB 117) format
Internally • If prepared correctly may be more useful than a compilation
Generated
19. Statement of Financial Position
A picture of the organization’s financial health at the close of
the fiscal year or other specified time period
20. Also Known as the Balance Sheet
Assets - Liabilities = Net Asset
What you OWN – What you OWE = Anything LEFT OVER
21. Balance Sheet
• Most liquid first
• Cash & Cash Equivalents, Contributions Receivable,
Assets Investments, Prepaid Expenses, Fixed Assets, etc.
• Due in 12 months or less first, then longer term
• Line of Credit, Accounts Payable, Accrued Expenses, Long
Liabilities Term Debt, etc.
• Unrestricted (includes fixed assets and any board reserves)
Net Assets • Temporarily and Permanently Restricted
22. Content and Presentation
Must report on organization as a whole
Instead of reporting on separate functions of the organization
Organizes accounts into asset and liability classifications such as:
Current assets, fixed assets, current and long term liabilities, as of a
specific moment in time (last day of the fiscal year)
Focuses on liquidity
Assets are presented in their proximity to cash
Liabilities are presented according to the nearness of their maturity
and resulting use of cash
22
23. Net Assets
Unrestricted
Excludes assets that have donor-imposed restrictions
Somewhat similar to the Retained Earnings account of commercial
financial statements
Temporarily Restricted
Includes assets for which the use has been restricted by donor
Permanently Restricted
Sometimes called an “endowment account”
Asset must be kept in perpetuity by the not-for-profit organization,
per donor instructions
Earnings from Permanently Restricted Net Assets can either be
unrestricted or temporarily restricted, per donor instructions
23
24. ABC Organization
Statement of Financial Postion
December 31, 2010 and 2009
Assets 2010 2009
Cash $50,000 $82,768
Accounts Receivable $256,164 $314,709
Unconditional Promises to Give $229,382 $204,269
Grants Receivable $54,691 $215,875
Prepaid Expenses $28,463 $40,636
Property & Equipment (net of dep) $1,942,736 $1,993,281
Other Assets $19,054 $26,817
Total Assets $2,580,490 $2,878,355
Liabilities and Net Assets 2010 2009
Liabilities
Line of Credit $117,319 $136,400
Accounts Payable $126,394 $151,759
Accrued Expenses $74,000 $91,080
Accrued Payroll and Taxes $48,461 $120,238
Long-term Debt $673,714 $686,150
Total Liabilities $1,039,888 $1,185,627
Net Assets
Unrestricted 1,076,134 1,050,277
Temporarily Restricted 258003 435923
Permanently Restricted 206465 206465
Total Net Assets 1,540,602 1,692,665
Total Liabilities & Net Assets $2,580,490 $2,878,292
25. Statement of Activities
A record of an organization’s financial activities
for 12 month period
26. Statement of Activities
Where money came from and what it was spent on over a
particular period of time
Most analyzed statement included in an audit packet
27. Tracking Change
Type of change Comment
Revenues Shown gross, under each category of
net assets, unless incidental in nature
Expenses Decreases to unrestricted net assets,
presented on a functional basis
Gains and Losses Across all categories, based on nature
Reclassification Transfers assets from temporarily
restricted to unrestricted based on
satisfaction of those restrictions
27
28. Presentation
Revenues are presented according to donor restriction:
Unrestricted
Temporarily Restricted
Permanently Restricted
Although both are accepted by GAAP the column format –
not the stacked – is best as it is much easier to understand
29. Revenues
Sources of revenue are broken down and often include:
Individual support
Foundation and corporate support
Special events revenue
Earned income
Interest
Assets released from restriction
30. Donor Restrictions
Only donors can make restrictions!
However, we often shape the nature of the restriction by the
language of the “ask”
Make sure your revenues are appropriately categorized
Make sure you have back up to substantiate nature of the
restriction
31. Functional Reporting of Expenses
Audited statements are required to allocate expenses in
three classes:
Program Services: activities that result in services being
distributed to beneficiaries
Management and General: oversight, business & general
financial management
Fundraising: activities that induce donors to contribute
May appear in the Statement of Activities or the Notes
31
32. Expenses
Expenses occur in the “Unrestricted” column
Program expenses are broken down by program
Identified program areas conform with the organization’s other
materials
33. ABC Organization
Statement of Activities
For the Year Ended
December 31, 2009
Temporarily Permanently
Revenue and Other Support Unrestricted Restricted Restricted Total
Service revenues $4,982,631 $4,982,631
Grants $238,000 $151,790 $10,000 $399,790
Contributions $109,058 $77,201 $186,259
Special Events (less of direct
costs of $19,399) $1,976 $1,976
Interest & Dividends $38,032 $38,032
Unrealized Gain $117,425 $117,425
Misc. $21,382 $21,382
Net Assets released from
restriction $406,911 $(406,911) $-
Total Revenue $5,915,415 $(177,920) $10,000 $5,747,495
Operating Expenses
Program Services
Association Services $2,842,480 $2,842,480
Children & Teen Services $675,153 $675,153
Family Supoort $822,531 $822,531
Therapy $1,038,814 $1,038,814
Total Program
Expenses $5,378,978 $5,378,978
Supporting Services
Management and general $188,896 $188,896
Fundraising $166,403 $166,403
Total Supporting
Expenses $355,299 $355,299
Total Expenses $5,734,277 $- $- $5,734,277
Change In Net Assets $181,138 $(177,920) $10,000 $13,218
Net Assets Beginning
of Year $2,348,570 $435,923 $206,465 $2,990,958
Net Assets End of
Year $2,529,708 $258,003 $216,465 $3,004,176
34. Statement of Cash Flows
Reports the cash generated and used during the year
35. Statement of Cash Flows
The Cash Flow Statement looks at:
Where an entity obtained its cash and
Where it spent cash during a certain time period
Activity reported regarding:
Operations
Investing
Financing
Must disclose any non-cash activity such as acquisitions of
equipment on finance
35
36. Where the Cash Came or Went
converts the reports the reports on
items purchase and any loan
Operating Activities
Financing activities
Investing activities
reported on sale of long- payments
the term made or
statement of investments credit
activities and secured
from the property,
accrual basis plant and
to cash equipment
37. Misc. Organization for Good
Statement of Cash Flow
Fiscal Year Ended September 31, 2010
2010
Cash Flow from Operating System
Increase (decrease) in net assets $XXXX
Adjustments to reconcile decrease in net assets to cash
Depreciation $XXXX
Net realized gain on the sale of investments ($XXXX)
Net unrealized gain on sale of investments ($XXXX)
Change in opertating assets and liabilities
Reimbursable expenditures under contracts ($XXXX)
Contributions receivable $XXXX
Prepaid expenses and other assets $XXXX
Grants payable ($XXXX)
Accounts payable and accrued expenses $XXXX
Net cash (used in) provided by operating activities
Cash flows from investing activities
Purchase of investments ($XXXX)
Proceeds from the sale of investments $XXXX
Purchase of fixed assets ($XXXX)
Sale of fixed assets $XXXX
Use of restricted cash ($XXXX)
Net cash provided by investing activities $XXXX
Cash flows from financing activities
Payment of note payable ($XXXX)
Net cash used in financing activities ($XXXX)
Net increase in cash and cash equivalents $XXXX
Cash and cash equivalents
Beginning of year $XXXX
End of year $XXXX
38. Statement of Functional Activities
Detailed accounting of expenses by major expense area, broken
down by common expense type
39. Statement of Functional Activities
Required by GAAP for all voluntary health and welfare
organizations
Required by some watch dogs for all charities soliciting public
support
An important document for demonstrating priorities and
clarifying necessary expenses
40. ABC Organization
Statement of Functional Expense
For the Fiscal Year Ended December 31, 2009 Program Support 2009
Homeless Total
Soup Kitchen Night Shelter Intervention Program Administration Development Total Support Total Expenses
Compensation and related
expenses
Salaries and Wages 62,000 45,000 36500 143,500 75,000 58,000 133,000 276,500
Payroll Taxes 11000 3000 2000 16000 13,000 6000 19,000 35,000
Fringe Benefits 17360 12600 10220 40180 21000 16240 37240 77,420
Total 90,360 60,600 48720 199,680 109,000 80,240 189,240 388,920
OTP
Outside services 12000 9000 12000 33000 0 36000 36000 69,000
Rent 22000 22000 0 44000 11000 11000 22000 66,000
Depreciation and amortization 20000 14000 0 34000 2000 3000 5000 39,000
Telephone 1000 1000 5000 7000 3000 4000 7000 14,000
Utilities 975 975 1950 400 400 800 2,750
Travel - - 1500 1500 1000 400 1400 2,900
Insurances 6500 8000 2300 16800 1200 7000 8200 25,000
Printing 900 250 1100 2250 11250 18000 29250 31,500
Equiptment rental 4500 0 0 4500 0 6500 6500 11,000
Postage 0 0 0 0 2400 3500 5900 5,900
Event Space Rental 0 0 0 0 0 22000 22000 22,000
Misc. 222 457 354 1033 354 555 909 1,942
Total 68097 55682 22254 146033 32604 112355 144959 290,992
Total
Expenses 158,457 116,282 70,974 345,713 141,604 192,595 334,199 679,912
41. The Notes:
Significant Disclosure Guidelines
Description of the organization
Basis of Accounting (cash, accrual and modified accrual)
Fixed Assets
Debt
Temporarily and Permanently Restricted Net Assets
Related Party Transactions
Subsequent Events
Commitment and Contingencies
41
42. Going Beyond Compliance
Financial Statements are used by funders, reporters, and
other stakeholders to make decisions
As such, Financial Statements should do more than
conform with GAAP
Financial Statements should help the reader understand a
charity’s mission, priorities and unique circumstances
44. Examples
DCD, DHPD, DCDF, etc. may be obvious government
funders to you or your client but not to most readers
BASP, APE, etc. may be what the organization calls the
Boys After School Program, or the AIDS Prevention and
Education program, but not every one will understand
46. Example
$10,000 for a $175 Million organization may not seem material in
the accounting sense of the term, but . . .
$10,000 to a donor might be . . .
47. Balance Sheet:
Net Asset Presentation
Net Assets can come in three forms:
Unrestricted
Temporarily Restricted
Permanently Restricted
Break them out on the Balance Sheet
48. Balance Sheet:
Unrestricted Net Asset
Unrestricted Net Assets can take many forms, many of
which are less accessible for general use
Consider breaking out the following Unrestricted Net
Assets in the Balance Sheet:
Board Designated Reserves
Facilities and Equipment
49. Statement of Activities:
Program Expense
Present program expenses in a manner consistent
with the organization’s other materials
50. Examples
If the organization says it has 5 program areas, the
financial statement should present expense for each of
those areas
If the organization’s materials say it provides “Low cost
or free legal, financial, and real estate services”, the financial
statement should not say “Professional Services”
“Other program expenses” is never a descriptive or
appropriate expense item
51. Statement of Activities:
Identify Non Program Costs Carefully
Think carefully about whether other “non-program”
expenses should presented separately:
Depreciation: Probably Not – it can be allocated to
Program, Admin, or Fundraising
Payments to Affiliates: May depend on what the
Affiliate and National Head does with the payments
52. Statement of Functional Expenses:
Clear Labels
Look to the IRS 990 Statement of Functional Expenses for sample
wording and break down of expenses
When an organization has a unique expense, make sure it is called
something that explains it
“Misc.” should be used for truly immaterial expenses and not
include normal, expected expenses like salaries, rent, interest, etc.
53. The Notes:
Not Extra Credit but Essential
Note 1 is the first and only opportunity in the
financial statement an organization has to present its
mission and program in narrative form
Make sure this note is up-to-date and includes not just the organization’s
original programs but its current roster
Make sure that this statement is more than the perfunctory
acknowledgement of 501(c)(3) status and incorporation
This statement should be given the same care the organization gives its
annual report or website
54. The Notes:
More than a Template
Note 2 is typically the explanation of accounting practices
and methodology and comes straight from the audit firm
If the organization does not have temporary or permanently
restricted contributions or net assets, consider adding a
statement after the standard explanation
55. The Notes:
More is Better
If the organization has a unique situation, such as a
significant and non-repeating revenue source, include an
explanation in the notes
When describing related party transactions, provide
enough information for the reader to understand whether
or not this related transaction presents a conflict
56. Thank you!
Chris Dumas, Chris@NonprofitWebinars.com, 707-812-1234
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