Ccf Financial Management Narative

Built for Lasting Impact
Financial Management Workshop

Non-profit Financial
Fundamentals
Essentials to a Healthy Non-profit

Workshop Description: Non-profit Financial Fundamentals provides an overview of the
elements for sound financial management with a practical understanding that will prepare the
organization for demonstrated results. Mastering the fundamentals will improve financial
management, inspire confidence in potential donors, and provide the tools to manage grants and
financial resources. The organization will complete a self evaluation and develop an action plan
toward grant readiness and improved financial management capacity.

These 5 foundational elements for sound financial management will be reviewed in the seminar.
.
1. Strong Budget Process
2. Timely Management Reports
3. Strong Internal Controls
4. Consistent Documentation: Financial & Program Activity
5. Self Assessment & Capacity Development Plan.

ccffinancialmanagementnarative-100129104342-phpapp01.doc
Page 1 of 27

Financial Foundations
Example Case: Food & Warmth Inc.

Congratulations you are the new finance manager for a food and clothing bank; Food &
Warmth Inc. a small non-profit. The need for food and clothing in your community has
been growing and the interest in the organization has been growing as well. You estimate
that there will be a demand for 20% more services next year.

A local foundation, Capacity Funding Inc. wants to fund 15% of your non-administrative
projected budget for next year. Unbelievably they want to fund 15% of the total non-
administrative value of goods and services provided through Food and Warmth Inc.
Non-administrative costs include both fundraising and program goods and services. They
are willing to grant you the money if you can tell them how much you need, when you
would like it, what it will pay for, and how much of an increase you are projecting
comparing last year with the proposed budget. In addition they want a report at the end
of the year to demonstrate that the money was spent based the agreed upon budget you
provided when the funds were received. The Foundation requires these reports to be
generated from financial/accounting software. Finally, The Foundation wants to know
what processes you changed, why, and how the change was able to improve things.

Things were a little disorganized last year. The volunteer who was in charge of the
finances moved out of state. The board treasurer is a little embarrassed. All he knows is
that lots and lots of food and clothing were distributed last year. The community was
generous and donated not only the food and clothing, but cash and checks to pay for
some of the workers electric bills, paper products, and whatever they needed. The
treasurer isn’t sure how much money came in, or how much was spent. All he knows is
that after 12 months there is still some money in the bank.

The treasurer gives you a box of receipts that they gathered up, and a folder with maybe
20 bank statements. The treasurer thinks they represent a couple of years worth of
statements for maybe 1, or was it 2 or 3 different bank accounts. He encourages you by
saying, “We’re all counting on you. You have 45 days before the budget and grant
proposal is due. Oh, by the way…I sent in a $500 check last year that was never cashed.
Let me know if you find it? I’m a little worried my account information is in the wrong
hands. If it has happened to me, maybe there are others. And one other thing, I think
some of our clothing is being taken and re-sold at garage sales.”

The treasurer shows you your desk, shakes your hand, walks toward the door and with a
parting gesture says, and “God bless you!” Your say to yourself, great to have a blessing,
but what do I do next……?
The irony of the phrase “be warm and filled,” hits you sitting at your desk in the food and
clothing bank, watching your boss walk away, not having one clue what to do next?

What would you do first? How would you get organized in 45 days and for the coming
year and grant proposal? What does 15% of total non-administrative “value” of goods
and services mean? Sounds like it could mean a lot of grant money…….!!!!!!

Page 2 of 27

Food & Warmth Inc. Case

What are some of the issues / problems you seen in the case.

For Example: The board treasurer does not know basic financial information.

What will you have to do in order to earn Capacity Funding Inc.’s
grant?

For Example: You need to know how much to request and when you need it.

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Financial Management
Example Chart of Accounts
Type of
Account Category Account
Bank Accounts
1010 . Cash in bank - operating account ABC Bank
1011 . Cash in bank - operating account XYZ Bank
1020 . Cash in bank - payroll Bank
1030 - Cash in bank - Federal Grant Bank
1040 . Petty cash Bank
1070 . Savings & short-term investment Bank
1500 . Credit card Credit Card
Fixed Assets
2100 . Furniture Fixed Asset
2200 . Computers Fixed Asset
2500 . Accumulated Depreciation Fixed Asset
Liabilities
3000 . Long Term Loan Liability
3100 . Line of Credit Liability
Revenue Accounts
4010 - Individual & Business Contributions Income
4020 - Foundation Grants Income
4030 - Federal / State / City Grants Income
4040 - Program Fees Income
4050 - Special Events Income
Expenses Accounts
5000 - Salary & Wages
5010 - Salary & Wages Expense
5020 - Benefits (Health / Dental / Wk Comp) Expense
5030 - Payroll Taxes ( @ 8% of Wages & Salary) Expense
5100 Insurance - Non-Employee Expense
5200 - Transportation / Mileage Expense
5300 - Professional Services
5310 - Accounting Expense
5320 - Consultants Expense
5400 - Occupancy Costs
5410 - Rent / Mortgage Expense
5420 - Utilities Expense
5430 -Repairs & Maintenance Expense
5500 - Other Expenses
5510 - Program / Office Supplies Expense
5520 - Printing / Copying Expense
5530 - Minor Equipment Expense
5540 - Training Expense
5550 - Postage Expense
5560 - Other Expense
In-Kind Contributions
7000 In-Kind Contributions
7010 - Volunteer Time Income
7020 - Goods (Food & Clothing) Income
7100 In-Kind Expenses
7110 - Volunteer Time Expense
7120 - Goods (Food & Clothing) Expense

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Financial Management, Food & Warmth =
Budget A B =A+B C D =C+D A+B+C+D
Actual Budget Total
12 Next Admin Fund Non- Program Program Total Overall
Category Months Yr . Raising Program - Food Clothing Program Total
Income
4010 - Individual & Business
Contributions
4020 - Foundation Grants
4030 - Federal / State / City Grants
4040 - Program Fees
4050 - Special Events
Total Income
Expenses
5020 - Benefits (Health / Dental /
Wk Comp)
5030 - Payroll Taxes
Total - Salary & Wages
5100 Insurance - Non-Employee
5200 - Transportation / Mileage
5300 - Professional Services
5310 - Accounting
5320 - Consultants
Total - Professional Services
5400 - Occupancy Costs
5410 - Rent / Mortgage
5420 - Utilities
5430 -Repairs & Maintenance

Page 5 of 27

Financial Management, Food & Warmth =
Budget A B =A+B C D =C+D A+B+C+D
Actual Budget Total
12 Next Admin Fund Non- Program Program Total Overall
Category Months Yr . Raising Program - Food Clothing Program Total
Total Occupancy Costs
5500 - Other Expenses
5510 - Program / Office Supplies
5520 - Printing / Copying
5530 - Minor Equipment
5540 - Training
5550 - Postage
5560 - Other
Total Other Expenses
Total Expenses
Net Income
Non-Cash In-Kind
7000 In-Kind Contributions
7010 - Volunteer Time
7020 - Goods (Food & Clothing)
Total In-Kind Contributions
7100 In-Kind Expenses
7110 - Volunteer Time
7120 - Goods (Food & Clothing)
Total In-Kind Expenses
Total Income & In-Kind Contributions

Total Overall Net Income

Page 6 of 27

Project cash flows by month for the time period reflected in the budget.

Food and Warmth Inc. Exercise: Statement of Cash Flows:
1. Review the Bank Statement Handout. What do you notice about the net
deposits and debits through the year.
2. What were the total deposits for last year?
3. What were the total expenses for last year?
4. Given the 20% increase in demand for service, what do you expect your total
expenses to be?
5. What is the total amount of grant moneys you will be asking from Capacity
Funding Inc?
6. How much, and when would you like the money?

Total Deposits: ___________

Total Debits: ___________

20% Increase Amount: ____________

Total Grant Request: ____________

Last Year Projected Cash Flows
Projected Grant
Total Total Expense Projected Funding
Month Deposits Debits Net s Income Required

January $2,000 $7,500 ($5,500)

February $2,000 $7,500 ($5,500)

March $2,000 $7,000 ($5,000)

April $2,000 $6,800 ($4,800)

May $2,000 $7,800 ($5,800)

June $2,000 $8,800 ($6,800)

July $12,000 $9,800 $2,200

August $2,000 $9,800 ($7,800)

September $12,000 $7,800 $4,200

October $2,000 $7,800 ($5,800)

November $20,000 $10,800 $9,200

December $40,000 $15,050 $24,950

Total $100,000 $106,450 ($6,450)

Page 7 of 27

Element # 2: Timely Management Reports:

Determine which information is important for your organization in the arena of financial
management. Also determine how you will report the information. People within your
organization will respond to what you report and how it is reported. Reports provide the
opportunity to focus on the right things, demonstrate faithful stewardship, and provide
valuable information that guides and supports decision making in achieving the mission
of your organization. .

Report building blocks:
1. Elements of good financial reporting:
a. Timely: Ensure all deadlines are met.
b. Accurate: Use accounting data that has been reviewed.
c. Complete: Contain all pertinent information relating to the reporting period.
d. Identify costs by program year and budget category.
e. Account for each grant separately.
f. Distinguish administrative, fundraising, and program costs.
g. Track program outcomes and indicators.
2. Suggested Reports:
a. Monthly and year-to-date budget to actual reports.
b. Monthly cash on hand.
c. Monthly status of restricted funds.
d. In-Kind giving by area.
e. Develop program outcomes and indicators to go along with financial reports.
3. Skill Development:
a. Understand the difference between direct and indirect costs.
b. Develop methods to allocate full costs to programs.
c. Able to track and monitor restricted fund balance.
d. Develop methods to capture in-kind contributions.
e. Identify program metrics and indicators as well as financial reports.

Food & Clothing Inc. Example
Food Clothing
Category Admin Fundraising Bank Bank Total
Actual Annual
Cost $40,000 $40,000 $260,000 $160,000 $500,000

Number Staff 1 1 2 2 6
Number
Volunteers 8 6 14

Space Used 500 500 4,000 5,000 10,000
(Square Feet)

Direct Costs? ___________ Indirect Costs? _____________

Percent Breakdown: Admin: ______%, Fundraising _______% Program _______%

Full Program Cost: Food Bank $ ____________ Clothing Bank $ _____________

Page 8 of 27

Non-Profit Financial Fundamentals:

Page 9 of 27

In-Direct Cost Allocation
A B C D E
Fundraisin Food Clothing
Category Admin g Bank Bank Total
Actual Annual Cost $40,000 $40,000 $260,000 $160,000 $500,000

Number Staff 1 1 2 2 6
Number Volunteers 8 4 12
Number Staff + Volunteers 10 6 18
Space Used 500 500 4,000 5,000 10,000
(Square Feet)

Direct Costs = (C+D) $420,000
Indirect Costs = (A+B) $80,000
Percent Breakdown
% Admin = (A / E) 8%
% Fundraising = (B/E) 8%
% Program = (C+D)/ E 84%

Allocating Admin + Fund Raising Cost to
Program Percent Calculation
To Food = To Clothing Total
Full Program Cost Allocation Method C/(C+D) = D/(C+D) Total Food Clothing Total
If based on Cost $49,524 $30,476 $309,524 $190,476 $500,000
If based on Number of Staff $40,000 $40,000 $300,000 $200,000 $500,000
If based on Volunteers $53,333 $26,667 $313,333 $186,667 $500,000
If based on Staff + Volunteers $50,000 $30,000 $310,000 $190,000 $500,000
If based on Space Used $35,556 $44,444 $295,556 $204,444 $500,000

Page 10 of 27

Element # 3: Strong Internal Controls

The purpose of internal controls is to ensure expenditures are spent only upon proper
authorization of management, for valid business purposes, and that all disbursements
are properly recorded. It is important to formalize your internal controls in written
policies and procedures. Written policies allow for clear definition of responsibility,
accountability and ease of training. At the end of the day it is important that
deliberate decisions are made about who to pay, how much to pay, and when to pay.

Internal Control Building Blocks
The purpose of internal controls is to ensure expenditures are spent only upon proper
authorization of management, for valid business purposes, and that all disbursements
are properly recorded. It is important to formalize your internal controls in written
policies and procedures. Written policies allow for clear definition of responsibility,
accountability and ease of training. At the end of the day it is important that
deliberate decisions are made about who to pay, how much to pay, and when to pay.

Internal Control Building Blocks

1. Board Approved Budget: The Board reviews and approves the annual budget.
2. Established authority limits: Identify who is authorized to spend money and at
what limit. Areas to set limits include the following:
a. Determine who is a signer on each bank account.
b. Set signature authority limits:
i. For example: Checks over $5,000.00 require two signatures.
ii. Program Director can authorize spending up to $500 without
Executive Director approval.
3. Cash Management:
a. Two to count cash: Whenever possible have two people count cash and
sign the documentation for the total.
b. Petty Cash. The petty cash account can be the most problematic. Unless
there good system and discipline to use it you can loose track of how
much is being used and for what purpose. Assign only one person to be
responsible for petty cash. The following elements should be included in
a petty cash voucher.

Petty Cash Voucher Date: _________________ Amount: $ _____________

_________________________________________________________ Dollars

For: ____________________________________________________________

Department / Program: ______________________________________________

Paid To: ________________________ Signed: ___________________________

Approved by: ______________________________________________________

Page 11 of 27

c. Days cash on hand: Set a target amount of operating days cash to have in
reserve. This will provide a cushion for unforeseen changes in revenue or
expenses, and provide monies for an emergency. As your operating
budget increases the amount of days cash in reserve needs to increase.
The following table illustrates how cash reserves vary with average
monthly operating expenses.

Target / Goal Average Monthly Expenses
Days Cash on Hand $ 10,000 $ 15,000 $ 20,000
30 $ 10,000 $ 15,000 $ 20,000
60 $ 20,000 $ 30,000 $ 40,000
90 $ 30,000 $ 45,000 $ 60,000

4. Segregation of Duties: Segregation of duties means that no financial transaction
is handled by only one person from beginning to end. Separation of duties is
important to provide protection and accountability in handling cash and assets.
a. Fill out the segregation of duties work sheet to evaluate how much overlap
you currently have and whether or not you have opportunity to make
changes in the following areas.
i. Receiving cash / check donations or payments.
ii. Payment
iii. Payroll
iv. Account reconciliation
v. Monthly reporting
b. These same principles can be applied for non-cash items such as the
inventory of a food and clothing bank, donated computers, etc.
c. Procedures and process for the duties above will flow out of your
segregation of duties.
d. Segregation of Duties Exercise:
i. Fill out the actual segregation of duties as you understand this are
today in your organization.
ii. Exchange with someone who is not part of your organization and
give each other recommendations on how segregation of duties can
be improved.
iii. Fill out the revised segregation of duties per your
recommendations.

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Fundamental Financial Management
Actual Segregation of Duties
Fill out the chart as you understand your organization functions today.
Put in your specific job titles or names as appropriate in the row next to "Process"
Put an X under the column of the job title or name that performs the process.
Receptionis Book Office Program Executive Board
Example Job Titles t Keeper Manager Director Director Treasurer

Process
Receiving Cash/ Check Donations
Opens Mail / Receives $$
Counts $$
Completes Deposit Slips
Deposits $$ in Bank
Performs Inter-account / Bank
Transfers
Records Deposit in Accounting
Records
Outgoing Payments
Opens Mail / Records Bills
Records Bills in accounts payable
Approves Invoices / Bills
Approves Purchase
Writes Checks
Signs Checks
Mails Checks
Distributes Petty Cash
Record Expenses in Accounting
Records
Payroll
Approves pay rates
Approves time sheets
Writes Checks
Signs Checks
Distributes Checks
Records
Account Reconciliation
Reconciles Bank Statements
Reviews Bank Statement
Reconciliation
Monthly Reports
Produces Report
Reviews Report

Page 13 of 27

Revised Segregation of Duties
Using the principle of segregated duties identify who is responsible for each process.
Put in your specific job titles or names as appropriate in the row next to "Process"
Put an X under the column of the job title or name that performs the process.
Book Office Program Executive Board
Example Job Titles Receptionist Keeper Manager Director Director Treasurer

Process
Receiving Cash/ Check Donations
Opens Mail / Receives $$
Counts $$
Completes Deposit Slips
Deposits $$ in Bank
Performs Inter-account / Bank
Transfers
Records Deposit in Accounting
Records
Outgoing Payments
Opens Mail / Records Bills
Records Bills in accounts payable
Approves Invoices / Bills
Approves Purchase
Writes Checks
Signs Checks
Mails Checks
Distributes Petty Cash
Records
Payroll
Approves pay rates
Approves time sheets
Writes Checks
Signs Checks
Distributes Checks
Records
Account Reconciliation
Reconciles Bank Statements
Reviews Bank Statement
Reconciliation
Monthly Reports
Produces Report
Reviews Report

Page 14 of 27

5. Restricted Fund Management: Money which has been restricted by the donor
for a specific use such as buying a new building or starting a new program, should
be only used for the purpose for which it has been given. For example, federal
grants come with a contract in which you formally agree to only spend the monies
for specific purposes outlined in the grant.

a. It is important for the Board to review the status of restricted funds on a
monthly basis. A simple report can be developed. In example 1 below the
total of restricted funds is less than the total cash on hand. This is good.
In example 2 is not good. There should be at least $125,000 to cover the
restricted funds but there is only $120,000 in the bank. In this case $5,000
has been borrowed from restricted funds.

Example 1 Example 2
Funds Acct. Bal. Acct. Bal.
Total Cash All Accounts $ 120,000 $ 120,000

Restricted Funds
Building $ 60,000 $ 80,000
Federal Grant $ 15,000 $ 25,000
Intern Support $ 5,000 $ 20,000
Total Restricted Funds $ 80,000 $ 125,000

Unrestricted Funds $ 40,000 $ (5,000)
Total Restricted &
Unrestricted $ 120,000 $ 120,000

b. In some cases donors may allow for the temporary borrowing of restricted
funds. In cases where borrowing against restricted funds is permitted, the
board should establish policies which describe the circumstances under
which borrowing is allowed and for how long.

6. Performance Standards: Establish goals for timeliness and accuracy.
a. Bill and reimbursement payment.
b. Deposits: Daily, no cash overnight.
c. Receipts.
d. Filing.
e. Account reconciliation monthly.
f. Treasurer review monthly;
i. Cash on hand
ii. Restricted fund balances
iii. Bank account reconciliations

Page 15 of 27

7. Establish a Three Bid Requirement: Some grants require you to get three bids
on purchases over a certain threshold. $500 is a common threshold. For example,
purchase of a computer or lap top with software would require you to solicit three
bids before purchase. Documentation of the bids would need to be saved.


EXAMPLE PROCURMENT FORM
Agency: Project:

Materials Product Supplies Service

Specify/Describe:

Small Purchase ($500-$1,000) Larger Purchase (Over $1,000)

VENDOR/CONSULTANT Telephone Written Price Selected
ADDRESS Solicitation Quotation Quoted Yes/No
PHONE Check One

1.)

_______ _______ $____ ______

2.)

_______ _______ $____ ______

3.)

_______ _______ $____ ______

COMMENT SECTION

___________
Agency Signature Date Project Manager Approval Date

Page 16 of 27

Element #4: Consistent Documentation: Financial & Program Activity

Documentation demonstrates stewardship and accountability in your organization relative
the financial transactions. It is being faithful in the daily “little” things that will prepare
you for the trust donors and grantors will give you for greater resources. Good
documentation will provide you a clear audit trail to know who, what, and when in
financial dealings. Some program activity is needed as it relates to allocation of
expenses. It may also be very helpful in developing an understanding resource
commitment. For example: Average cost / participant this year compared to last.

Documentation Building Blocks

1. Donations:
• Donor Receipts: Develop donor receipts that include where the funds have
been designed to.
• Bank Deposit Documentation: Make a copy of the checks, accounting
software deposit report, and bank deposit receipt. Set up a filing system by
calendar month. Each deposit should be stapled separately. Your
documentation will match the deposit records on the bank statement and can
be easily verified. Keep these records in a secure place.
• In-Kind Donation: Not all donations are cash. In-Kind donations are goods,
services, material, equipment, building and land that have been donated to the
organization.
i. Valuing and tracking these donations are important for two reasons:
1. Including them provides a more accurate picture of the true
cost to run your program. The other side of that coin is a more
accurate picture of the value your program provides. Donors
want to know they are making a good investment.
2. Many grants require a percent “In-Kind” contribution by the
organization. This percent or amount is a requirement for
maintaining funding. For example a Head Start pre-school
program requires in-kind contributions by the organizations
that host them.
ii. Documentation of In-Kind Contributions:
1. Document the basis for valuing the donation.
2. Time cards and sign in sheets are excellent methods of
documentation. A sign in sheet for a training class validates
that the class took place.
2. Expenses:
• Accounts Payable: Good documentation practice includes the following.
i. Authorization for payment is made on the bill or on a form. Signature
and date of individual authorizing payment required. The form can
also include accounting codes and which area to charge the expenses
to.
ii. Payment documented by writing on bill or by attaching check to bill
stub. Check number and date of check required.

Page 17 of 27

iii. File bill with check documentation by vendor by year. This method
provides and easy method to validate expenses. Bank statement
verification is also facilitated.
• Payroll: Payroll records can easily be supported by time sheets. Hourly
employees require time sheets to verify payroll. Allocation of salary to
support grant activity is also easily supported by a time sheet. Important
elements of a time sheet include:
i. Reflect an after the fact distribution of each employees activity.
ii. Account for the total activity of each employee.
iii. Be prepared to coincide with actual pay periods.
iv. Be signed by the employee and supervisor.
3. Bank Reconciliations: Each bank account each month must be reconciled and
reviewed.
• Reconcile on Time: Set your standard and stick with it. This will force the
processes posting deposits and receipts and filing to take place on time.
• Print and Sign Report: Print out the reconciliation report from the
accounting software to verify the account has been reconciled. Whoever
reconciles the account should sign the report, date it, and staple it to the bank
statement.
• Review: Each month the account reconciliation should be reviewed and
signed by either the Executive Director or Treasurer. It is always a good idea
to have your Treasurer randomly review these statements.
• File: File the stapled account reconciliations and bank statements by bank
account by month. Putting them in three ring binders is an excellent method
of filing for bank statements.

Page 18 of 27

Food & Warmth Inc.

Request for Reimbursement
Request Date: _____________________
Date Needed: _____________________
Make Check Payable To:
(Include all of the following available.)
Name: __________________________________________
Address: _________________________________________
____________________________________________________
____________________________________________________
Contact Person if Not Above:___________________________
Phone : _________________________________________
Fax: ____________________________________________

Check one of the following:
o Mail to the above address.
o Return to Requestor @ Location: _____________________
__________________________ ___________________________

Account Expense Description Budget Class Amount
Code (Y / N )

Check Total

Check Approved by: _____________________Date: ____________

Print Name:_______________________________

Transaction Entered by: _______________________Date: ______

Print Name: ______________________

Page 19 of 27

Food & Warmth Inc.

Request for Expenditure
Request Date: _____________________
Date Needed: _____________________
Make Check Payable To:
Name: ________________________________________________
Address: _____________________________________________
____________________________________________________
_____________________________________________________
Contact Person: ____________________________________________
Phone: ____________________________________________
Fax: ____________________________________________

Check one of the following:
o Mail to the above address.
o Return to Requestor:
o Complete an online purchase.

Account Expense Description Budget Class Amount
Code (Y / N )

Check Total

Check Approved by: __________________________Date: ________

Print Name:_______________________________


Print Name: ______________________

Page 20 of 27

Food & Warmth, Inc.

Debit Card Expenditure

Vendor: _________________________

Purchase Date: ____________

Purchase Made by:
Name: _____________________________________________
Address: _____________________________________________
_____________________________________________
_____________________________________________
Phone: ____________________________________________

Account Vendor &Expense Budget Class Amount
Code Description (Y / N )

Debit Total

Debit Transaction Approved by: _________________Date:________

Print Name:_______________________________


Print Name: ______________________

Page 21 of 27

Food & Warmth Inc.

Electronic Funds Expenditure
Expense From Account:

Wire Account: **** 9999

General Checking: ****9999

Transaction Date: _____________________

Transaction Paid To:
Name: _______________________________________________
Address: _______________________________________________
_______________________________________________
________________________________________________
Phone: ____________________________________________

Account Vendor &Expense Budget Class Amount
Code Description (Y / N )

EFT Total

Debit Transaction Approved by: __________________Date:_________

Print Name:_______________________________


Print Name: ______________________

Page 22 of 27

Food & Warmth, Inc.
Bank Transfer Authorization

Date of Transfer: _______

$ Amounts $ Amounts
Bank Account From To Purpose
9999 – XYZ Bank Wire Transfer
9999 – XYA Bank General
Checking

Transfer made by: _____________ Date: ____________

Executive Director: _____________ Date: ____________

File Copies in:

Accounts Payable: File under Bank Transfer Authorization
Folder
Deposits: File in deposits under the month transfer
was made.

Page 23 of 27

TIMESHEET
Food & Warmth Example Time Sheet
for semi-monthly payroll

Name: _______________________________________ Date Range: April 1 - 15, 2007

Date: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Total
Lasting Impact Hours
Worked
Federal Grant Hours
Worked
Hours
Vacation
Hours
Personal
Leave

TOTAL

NOTE: Report hours by classification for each day. Reports are to be submitted at end of pay period to your supervisor for his
approval.

Employee
signature:

Approved Approved
by: by:
Supervisor Executive Director

Page 24 of 27

Example Forms

Volunteer Time Sheet

Page 25 of 27

Volunteer Name Date Location Hours Service
Provided

Page 26 of 27

Element #5: Self Assessment & Capacity Development Plan.
Remember financial management is a tool to control and direct the resources of your
organization in achieving your mission. Good financial management is found in the little
daily activities that keep things up to date and accurate. The key improving is to
determine what you need to work on, and get busy. Set your goals to incrementally
improve.

Capacity Building Blocks:

1. Self Evaluation Action Plan: Complete the self evaluation check list.
2. Identify two areas to start with and develop an action plan to implementation.
3. Evaluate Critical Elements for Grant Readiness:
a. Chart of accounts and accounting software that supports segmentation and
reporting of revenue and expenses by grant.
b. Internal controls that ensure grant funds are expended according to the grant.
c. Capacity to add the additional work not only for grant program
implementation, but in the accounting and administrative areas.
d. Develop a clear idea of what you need resources for.
4. Complete an audit by an outside organization.

In Review:

The 5 Elements of Non-profit Financial Fundamentals:

1. Strong Budget Process
2. Timely Management Reports
3. Strong Internal Controls
4. Consistent Documentation: Financial & Program
5. Self Assessment & Capacity Development Plan

Enjoy the daily process and you will reap fruitful rewards in stewardship, trust, and increased
capacity. Build a strong foundation and your organization will be strong.

Richard Speck
Urban Strategies
rspeck@urbanstrategies.us
602-818-6750
June 2008

Page 27 of 27

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