Newsminders®

Are reports about financial abuses at other nonprofits causing you to reexamine the security of your own organization? In the wake of the recent articles^1,2 on fraud in the nonprofit sector, executives and board members remain busy assuring funders, constituents, and themselves that they too won’t end up in the news.

Fraud can occur any time assets are managed without a system of “checks and balances”. Many nonprofits operate with minimal overhead, causing overlap of duties and resulting in weakened controls. As organizations grow in size and complexity, more sophisticated systems are required to address the increasing variety and volume of financial transactions.

While it’s not feasible to eliminate the possibility of fraud, there are ways to minimize your exposure. Implementing the following procedures will aid in establishing an environment where tight fiscal controls are the norm.

1. Do not delegate e-bill approval or check signing responsibility. Top management is responsible for the finances and should always retain authority for approving payments. Signature stamps are problematic by nature and should be prohibited.
2. Implement electronic safeguards. Make sure you aren’t unintentionally giving check signing privileges to those who aren’t authorized. Employees with debit cards and electronic access to transfer funds essentially have the same authority as a check signer.
3. Have checks printed directly from your accounting system. Paying bills with system generated checks reduces the risk of alteration. A system reliant on handwritten checks is more vulnerable to document manipulation.
4. When appropriate, let vendors draft routine payments. Allowing certain companies to automatically withdraw their payments is the most efficient way to pay a bill, while also eliminating the chance that your bank account and routing number will fall into the wrong hands.
5. Keep check archives accessible. Make sure your bank returns all original cancelled checks (preferred) or maintains electronic images so that you can easily verify payees. Many banks only provide online access to check images for 90 days.
6. Use two people when processing payments by mail. If your organization receives cash, check or credit card payments, these duties need to be separated and handled by at least two staff members.
7. Always give customers a receipt for point-of-sale (POS) transactions. Since cash registers are most often operated by one person, the receipt serves to verify proper posting of sales. If receipts can’t be printed, then be sure the display on the cash register faces the customer so the sale can be verified.
8. Outsource or automate customer payments. A variety of services allow donors and members to make payments by credit card via the web or mobile device. Use a bank lock box if you can’t establish separation of duties for payments received by mail. If possible, eliminate all cash and check payments for small transactions.
9. Monitor your revenue. Membership, donor management, and POS systems provide reports to help identify irregularities. Be familiar with key revenue metrics and check them on a regular basis.
10. Know your numbers. Managers who have a firm grasp of their financial results are rarely subject to malfeasance. When management is hands-off, the organization is vulnerable to theft that may go undetected for an extended period.
11. Communicate with staff. Statistically, fraud is most often discovered as the result of a tip. Management must foster a culture where all constituents are encouraged to keep a watchful eye. It is imperative that everyone understands their respective stake in protecting the organizations’ assets.

It’s important to note that Financial Statement audits are not intended to detect fraud. Their purpose is to validate the accuracy of the financial statements. Although fraud may be discovered during an annual audit, that alone is not an effective measure for prevention.

Relying on outside vendors vigilance is another common error in fraud prevention planning. A misperception exists that banks closely monitor checking accounts. Banks may catch the occasional unauthorized, forged, or missing signature(s), but this is not a reliable method for preventing fraud. Conducting random reviews of bank account activity is the best way to deter felonious activity.

These basic precautions can help protect nonprofits from financial losses and damage to their credibility. Finally, if you are still concerned about the vulnerability of your organization, seek an independent review. Public loss of financial integrity is not the kind of news that any nonprofit should be making.

^{(1) Nonprofit Fraud: How Good are Your Internal Controls?, Strategic Finance, March 2017
(2) Inside the Hidden World of Theft, Scams, and Phantom Purchases at the Nation’s Nonprofits, Washington Post, October 2013}

Author: Tom Joseph, Founder & CEO, Bookminders

This article was recently featured on the Maryland Nonprofits website as a guest blog post.

FOR IMMEDIATE RELEASE – Baltimore, MD – November, 2017 –  Bookminders, a premier provider of outsourced bookkeeping services, made Pikesville, MD the location of its fourth office. Client Relations Manager, Francoise Wilson, who has been with the company since 2005, is returning to her hometown and will oversee Bookminders’ expansion into the Baltimore market. Founded in Pittsburgh, Bookminders is known for its commitment to work-life balance offered to 80 home-based employees who work for their nearly 400 clients. 
 
Founder and CEO, Tom Joseph, states “The inspiration for Bookminders occurred when my college educated sisters, who were busy raising families, had difficulty finding jobs with flexible work hours. This led to the creation of a corporate culture where work-life balance is the rule, not the exception. Bookminders success is due to our ability to attract highly skilled accountants and our cloud-based platform which provides the backbone for our network of home-based accountants.” 
 
It is precisely this combination that has garnered a host of awards for the organization. Bookminders has been recognized by the American Society of Women Accountants as the Work/Life Balance “Company of the Year”, named Pennsylvania’s “Home-based Business Champion” by the U.S. SBA, and was a seven-time recipient of the Pittsburgh Business Times’ “100 Fastest Growing Private Companies”.
 
Bookminders provides timely, accurate and cost-effective bookkeeping for a variety of nonprofits and small businesses in Pittsburgh, Delaware Valley, and now, Baltimore. Their unique approach affords work-life balance to a staff of degreed accountants, while providing clients access to highly skilled professionals they otherwise could not afford. 

Interest in increasing work-life balance is on the rise. “More than one in four employees (27 percent) at organizations that are not perceived to support work-life balance plan to leave their companies within the next two years.”¹ This issue especially impacts women in accounting. The AICPA recognizes that, while women initially represent 50% of new accountants, a lack of family-friendly environments leads to poor staff retention.² Many firms attempt to offer flex programs to combat this, but in many cases, those programs don’t go far enough in restoring work-life balance, and the loss of key talent persists.

One solution to providing a work-life balanced environment can be found in the virtual workplace. The demand for this type of remote work continues to increase. Global Workplace Analytics reports that “79% of people want to work from home [and] 36% would choose it over a pay raise.”³ Happily for accountants, “Acceptance of cloud-based solutions in the finance function continues to rise. 72 percent of U.S. respondents said they are either using cloud-based solutions or plan to do so in the future, compared to 62 percent in 2016.”⁴

Bookminders knows that combining flexible work policies and cloud based technologies permits professional growth and unparalleled work-life integration. In fact, we’ve been recognized by the American Society of Women Accountants for doing just that. Our employees enjoy a flexible part-time schedule, access to training and support, and opportunities to work on challenging assignments.

Bookminders provides timely, accurate and cost effective accounting services to small businesses and nonprofit organizations. Clients use Bookminders as an alternative to hiring in-house staff and benefit from cost savings, improved financial management, access to qualified staff and elimination of distractions due to turnover. Click here to learn more about our services.

Sources:
[1] Haygroup: http://bit.ly/2rMxvN3
[2] AICPA: http://bit.ly/2sSmmKu
[3] Global Workplace Analytics: http://bit.ly/2sSnr50
[4] 2017 RHT Benchmarking Report: http://bit.ly/2rzhOog

Using a budget is a good way for an organization to review and monitor the performance and achievements of management and the organization as a whole. The level of detail needed in preparing a budget depends on the organization’s structure and types of activities to be monitored.

A budget should consist of realistic projections about how much revenue can be generated and what the associated expenses will be. Projections should be based on past activity and realistic expectations of future operations. The overall goals of the organization should also be considered.

The budget process for an upcoming year should begin several months before the beginning of the new fiscal year (or budget year, if different). Management, staff and board members should all participate in the budgeting process to set realistic goals for which they can later be held accountable.

Steps in the Budget Process

• Review historical activity, achievements and fiscal performance for the past year (or years). Our company can assist you in compiling data for use in this process. Actual Profit and Loss statements can be exported to Excel to use as a starting point for the budget and detailed reports of revenues and expenses can be prepared for analysis.
• Determine costs that are fixed (those that do not fluctuate with the organization’s level of activity) and costs that are variable (those that do fluctuate with the organization’s level of activity).
• Determine and agree on the goals and objectives to be achieved in the upcoming year. Set realistic short and long-term goals that fit with the organization’s strategic plan or mission.
• Estimate the revenues and costs required to achieve your objectives, including staff, supplies and other resources. Make sure to take into account upcoming changes and areas of expense that can have significant fluctuations. Keep in mind that a projected increase in revenues will likely have a corresponding increase in variable costs. Don’t forget to consider external factors like the economy.
• When budgeting for personnel costs, be sure to plan for any increased staff that may be associated with an anticipated increase in revenues. There may be many hidden costs associated with hiring new staff. Consider recruiting costs, training, support, office space, furniture, equipment and supervision costs in addition to salaries and benefits.
• Review the revenue and expense projections. At different times organizations may incur a deficit, realize a surplus, or just break even. Determine if the overall projections are reasonable and if they support the organization’s goals.
• Consider the accounting structure, chart of accounts and type of reporting you need in order to compare the budget projections to actual. Your representative can assist in this part of the process. See also Budget Reporting Options document (describes the types of budget reporting that can be provided).
• Review Budget vs. Actual reports throughout the year and adjust your plans and expectations accordingly.